An essential step in the field of IT really exert its central purpose and role of enabler area to other business areas of the company (MKT, HR, Relationships, etc.) is an attitude / decision / posture obvious as that sounds, but that in fact does not happen in most companies. Instead of systems to suit the needs of the areas and the company’s employees who are usually suited to systems, as traditionally casts and complex mazes.
We are not recommending homemade recipes, nor testifying against the standard tools of market. We encourage the adoption of market solutions, however, adequately to the reality and needs of the company. Otherwise, curious phenomena can happen.
Highlight among the curious phenomena, the birth of professional-interfacer areas and IT Enabled
The first relates to the incredible skill that professionals (mainly operating and relationship) develop interfaces to create communication and relationship between autonomous systems and isolated using simple tools such as Notepad software associated with sequences of combinations of shortcut keys (Ctrl Cs +, ALT + Tabs, Ctrl + Vs, Ctrl + and Ctrl + Tabs PgUps). This occupation (by the complexity of its activities) has a high cost for companies, mainly due to the amount and intensity of training required for the field of systems.
The second deals with the inadequacy of the systems associated with corporate overhead area responsible (IT) that drives the business areas to brave inhospitable skills to their core competencies, to develop by themselves, and systems (usually Access and Excel based) to run, manage and organize their activities. Most often, such systems harbor vital information for the company that could (and should) be shared with other areas of the business.
Both phenomena, among many other areas of the business and IT know deeply, generate negative consequences in building company value. In terms of relationship, to cite one case, the negative impact on customer satisfaction and other stakeholders (and indicators of care TMA, First Call Resolution, etc.) happens in real time, while the customer waits for the attendant (attendant-interfacer) seek information on the complexity of seemingly simple database company (or would bag a bunch of data?).
The adoption of new IT concepts such as SAS, SOA, cloud solutions, data backup services and flexible programming languages such as Java and .NET, and open and customizable platforms seek to bring agility, speed, customization and flexibility for business activities and processes supported by IT. But, more than this, and the correct adjustment systems or increasing the capacity of IT (which are consequences and systemic symptoms), the solution, in most cases, can be the elimination of communications between customer-supplier and the structuring of a corporate IT strategic planning.
The elimination of noise is essentially communication by creating a bridge between two worlds that seem distinct: The world of politics and business rules and the world of functional and technical specifications. The skill required to build such bridges should start from both sides, the business areas in relation to IT and IT professionals who, in turn, must seek to understand the activities, processes and back-office functions that support activities and the reality of end-points of contact between the company and its stakeholders. Once IT pros have coupled with technical expertise, a strong skill of advisory support business, the results of projects and IT developments geared to user areas will be significant.
However, to communicate accurately and with mutual understanding is meaningless when the communication is a noise itself.
A noise as a function of the absence of a corporate IT planning – defining clear goals and priorities that are worth for the whole company – the IT field becomes hostage to the power, influence or ability to shout louder than your internal customers since the demands appear on all sides with the same (apparent) degree of urgency.
Adopt a management model of IT value associated with a structured corporate planning eliminates the perception of non-delivery of IT – since all areas are consensus and aligned around a single goal – and enabling IT is not only empowering other areas of the business, but also add value and expertise to the company.
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