Disappointment and unexpected cost are still the most likely outcomes of investment in IT.
Why?
We are already well into the 21st Century and yet we remain firmly stuck in the outdated IT-centric paradigm of the 1990s. The prevailing focus remains exclusively on IT, with scant recognition that IT is only a subsidiary component of an Information System; paradoxically, this narrowness of thinking creates huge gaps in our operations.
This situation is unlikely to improve until we start investing in properly joined-up Information Systems, which incorporate effective combinations of people, process, organisation and technology.
We need to broaden our horizons beyond IT so that we can influence a proper information systems agenda and foster the future generations of Systems professionals.
We must act now to remain relevant to our rapidly changing world which desperately needs effective information systems.
We must move on from the old world thinking of trying to retro-fit business functionality into a technology strategy, towards a business-focused approach where we address the following fundamental questions:
- What do we really need for the future?
- How do we change things to make our visions reality?
- How do we make sure that our information systems remain relevant to our evolving business and add persistent value to successful organisations?
Why do people invest in Information Systems?
- Reduce costs?
- Standardise process?
- Enhance productivity?
- Improve workflow and communications?
- Sustain repeatable service levels?
- Improve risk control mechanisms
- Implement new business strategies?
- Facilitate organic and acquisition-driven growth?
- Gain competitive advantage?
Most organisations will recognise some or all of these drivers so we need to ensure that our systems strategy and business strategy functions are completely synchronised towards these common business-oriented goals.
The principal difficulty is that there are very few business-oriented information system strategies – most are completely centered on information technology, making it difficult to align system and business strategies – because we are constantly juggling apples with oranges.
The current strategic divergence is not only hugely frustrating but also extremely counter-productive; generally resulting in a legacy of overly complex technology infrastructure that struggles to sustain the overlying business operations and is difficult to modify.
What can we do to improve this situation? Plenty – but we will have to start doing things very differently – NOW. 
If you would like to discuss how Colin can help you to become more effective: please click here to contact Colin Beveridge.
