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03.20.06
Solve
The CIO Problem By Properly Organizing Our Capital
 By
Harry Greene
Our CIOs have a problem. One person has to have capabilities in managing
diverse kinds of capital.
The CIO has to have professional capabilities with management strategy,
technology, equipment and network operations, business organizations,
and business processes. The CIO also needs to have capabilities with
all types of enterprise information capital - - data, knowledge, records,
and intelligence.
The same problem extends down from the CIO into the IT function. IT
has to have capabilities in all these areas as well. All enterprises
that I have evaluated have problems somewhere or another because IT
does not have the capability to handle all of its responsibilities.
We have such examples as:
* Business change is stuck in the technical IT backlog
* Application systems are managed as technology and interfaced with
the business rather than being integrated with the business process
* The analysis of business improvement needs is separated from the
business, and needs are satisfied by technology rather than precisely-defined
business improvements
* Users assistance is restricted to how to use technology per se and
is no help in using technology to solve business problems
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* Stress on data and records with little support capability for knowledge
or intelligence
* System utilization managed as system availability or a service level
rather than managing the utilization of the system to create value
for the enterprise
So how do we solve the CIO problem and the problems faced by IT?
We now propose a CTO to handle technology needs. The idea of splitting
out management of our capital based on capabilities required is valid,
but we must do it right.
Click
here to continue reading this article.
About
the Author:
Harry is the President of Result-performance Management Ltd.
and edits Business
Change Forum, a weblog on problems with conventional methods.
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