I've been on vacation for a little over a week and that has kept me from blogging much recently.
I am taking on the role of lead technologist for the relationship between Kraft and EDS that was announced in April. This should keep me busy. I mentioned awhile back that EDS’ relationship with clients is based on trust, so it's unlikely there will be any direct blogging about this role since that would be a breach of that trust.
I do come across some interesting issues though that cause me to think. One of those is the dichotomy between reliability and risk (cost savings?) faced by most IT organizations.
Most IT operational organizations tend to be very risk averse with a perspective of "If it ain't broke don't fix it." On the other hand, changing the environment is about the only way we have to provide advantage to larger corporations. Somehow we seem to have forgotten the market’s requirement for change in our effort to remain comfortable with our reliability concerns.
My greatest fear in an IT organization is not “making the change” but understanding how the decision is made. Passive decision-making is a hot button of mine. An example of a passive decision is: “We’ve always done it that way.” Leaders need to educate their teams about the role of IT as an innovator for the organization as well as an operator. We need to understand our role in supporting new business models. We are the experts in information usage, and we need to develop our business understanding so the business model and the IT model support each other. We need to actively decide on ways to make and save money. All the folks in IT need to understand their role in continuously looking for innovative cost savings, high quality solutions as well as opportunities to provide strategic advantage, and become more active in performing analysis to provide the high-performance environment the parent organization needs to remain competitive.
The lack of change can be a higher risk to the corporation than the perfect operations within IT.