This blog has been active since mid-September, and thus far I’ve focused largely on a discussion of Business-IT maturity, and particularly on the so-called “sticking points” that seem common in mid-Level 2 – the halfway point between the earliest, tentative uses of large scale computing to support business processes and activities, and a nominal end-state, [...]
Filed under: Demand Maturity, IS Management, IT Management, IT Maturity | Tagged: , business strategy, Dell, ING Direct, IT strategy | Leave a Comment »
I very much liked this post on Leadershipjot.com distinguishing the traits of the Technician, Manager, and Entrepreneur. This resonates with my experience that the kind of IT executive who can successfully lead an IT organization through the lower levels of Business-IT maturity (technician or manager) is often not effective in leading it to the more mature stages [...]
Filed under: IS Management, IT Management | Tagged: CIO, IT leadership | 1 Comment »
My colleague, friend and Atlanta neighbour, Frank Capek has started his excellent blog Customer Innovations examining the exciting domain of innovating the customer experience. This perspective – embodying, among other things, a shift from “inside-out” to “outside-in” thinking has much to offer to IT organizations striving to climb the Business-IT Maturity curve. Below mid-Level 2, most [...]
Filed under: IT Management, IT Maturity | Tagged: customer billing, Customer experience, service catalog | Leave a Comment »
The evolution of systems development methods and tools can be usefully mapped against the Business-IT Maturity model in order to better understand the challenges of getting to Level 3. Programming languages have evolved from 1st generation (e.g., Machine Code) through 2nd generation (e.g., Assembler) to 3rd generation (e.g., COBOL, PL/1) to 4th generation (e.g., Mark IV, FOCUS, and [...]
Filed under: IS Management, IT Management | Tagged: CASE tools, COBOL, Programing Languages, SDLC, Software Engineering | Leave a Comment »
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