Innovate IT Transformation

Businesses recognize that change is constant. A critical success criteria for businesses today, is predicated on how well they plan, align, measure and govern that ongoing change to their business. The business and IT are inseparable; therefore a significant determining factor for success or failure of business transformation is dependent on the contribution of IT for business. This has resulted in increased responsibility and accountability to the CIO and the Office of the CIO (OCIO). Success for the OCIO requires the ability to capture and prioritize incoming business strategies and goal, and then evaluate the existing portfolio of services and capabilities against them, simulate impact, derive the most optimized service delivery model, and then create the appropriate initiatives to execute the transformation and provide ongoing monitoring of performance to govern that initiative to completion.

IT Complexity

While this might seem like a relatively easy and straightforward matter, in practice it’s enormously complex and difficult. The very nature of how IT has historically been implemented from the bottoms up to automate specific business processes, coupled with the fact IT is a complex heterogeneous environment with a conglomerate of mismatched tools, redundant people, processes and technology, virtually makes the ability of gaining holistic transparency to IT virtually impossible. IT management has become large multidimensional optimization problem. The IT environment is not going to become less complex anytime soon. In fact if there is one thing you can count on, it’s increased complexity as new technology and IT innovations are introduced to improve various aspects of operational efficiency.

How is this accomplished today?

So how does the Office of the CIO (OCIO) accomplish managing through large scale transformations? It’s almost impossible to achieve holistic understanding of the business and related IT operational processes. Most businesses create a new team, new funding, new technology, new processes and implement a significant portion of the transformation independently of the existing IT operations current environment. Usually someone from the PMO is assigned to orchestrate the various programs and projects initiated to deliver the transformation.

So what’s the problem?

This typical approach is enormously expensive and suboptimal. The very nature of this approach is how increased complexity is added to the business. The transformations themselves are fraught with risk as they have no understanding of existing processes, standards, infrastructure, outsourced services, and organization service capabilities which will increase the probability of business disruption, security violation, project overages, and subsequent cost increases.

How do I solve this?

What the OCIO needs is an authoritative IT management system that takes a “Top Down” approach to the matter. That system should then be able to capture the new proposed transformation goals, relate them to the foundational existing IT operations information, and create an optimized model with an understanding o costs and risks back to the business for approval. Secondly, with approval that system should provide the capability to instantiate the business transformation initiative, manage it through execution, measure ongoing progress and govern it to completion.

What does “Emerald City” look like?

IT and the business will work from a common business model, and speak a common language. IT will have transparency of services and understand relevance and risk associated to those services. IT will work with the business on understanding operational or transformational goals, agree upon priority and relevance of services, and with that knowledge IT can produce various alternative risk and impact models of services to the business. IT will then share and collaborate with the business upon various optimization models, and IT will manage the transformation execution with ongoing measurement of performance of delivery and results achieved.

That day is upon us!

With Gravitant the CIO and the OCIO have that system to unify Business and IT. IT decisions to manage transformation can be optimized from a top down approach to achieve optimized IT service delivery back for the business. With Gravitant, IT and the Business will speak a common language and work from a common business model. The OCIO can now manage change by leveraging existing IT services in an optimized approach with incremental IT investment and control an optimized business outcome. Gravitant empowers the business with IT Management transparency to monitor, plan and govern ongoing transformation to the business.

Learn more about Gravitant Solutions:

Gravitant Solutions

IT Management for Project Management Office (IT PMO)

IT Management for Network Service Operations (IT NSO)

IT Management for Vendor Management Office (IT VMO)