How IT became pre-eminent

I've been traveling a bit over the last two weeks, so I haven't kept up on all my reading.  Over the weekend I saw the most recent Information Week cover and read the cover story - "Stop, In the Name of IT."  It looks like the print media have finally figured out how truly powerful IT has become in many organizations. 

It seems interesting to me that the most influential and significant information technology magazine has taken so long to realize what many of us in the "user" community and "vendor" community have known for quite a while.  IT has become a significant roadblock in many organizations, actually dictating what applications, tools and approaches can be followed.

As an example, I have been working with a large retailer which had a team that wanted to deploy the "Getting Things Done" application we wrote to support David Allen's methodology.  As expected, we worked with the organization in question to provide a 3 month prototype, sponsored by the user community and managed by the IT staff.  Our application was tested by many different teams within the IT organization, including a "platform" team, an "operating systems" team and an Exchange/Outlook team.  All signed off on the viability and capability of the Add-In.  However, since IT has locked down the desktops, no one could sign off to implement the software.  The user VP took up the case with the CIO.  Even though over 500 people were interested and had been through the training, and IT had signed off on the application, the answer still came back "no".

I recognize that IT has a terribly difficult job in most organizations.  My job requires that I work with IT managers and the users of information technology on a regular basis.  Most people in an organization don't appreciate the difficulties of integrating and managing so many demands for information.  The users expect information technology to work like a utility.  What they don't understand is that the electrical grid was standardized almost 100 years ago.  Many of the kinks have been worked out and the electricity is delivered by just a few utility companies which have all agreed on a few very important standards.  Information technology is still in its infancy, with many variations and few true standards.  Most IT organizations are overworked and underfunded, given their mandates, and more and more great software comes on the market every day.

Still, there's got to be a better methodology to balance the needs of the user community with the scope and limitations placed on the IT team.  Right now, IT has virtually no option except to say "no" to new initiatives and new technologies or solutions.  In many organizations, to bring in new technology requires at least 18 months worth of budgeting and planning.  As fast as IT technology and capabilities are changing, that means that most firms are constantly implementing applications and technologies that are at least 2 years out of current version, at a time when technology cycles are updating every 4 to 6 months.

For IT to be able to say "Yes" more frequently, there needs to be several changes in most organizations.  First, IT needs more manpower.  Even if I select only open source technologies to implement, there is still a manpower issue.  Second, IT needs to work as part of the strategic management team to align the tools necessary for success with the strategic intent of the business.  IT is still too often an afterthought.  Third, IT needs to improve its success rate and internal operations through better training and improved project management.  Too often projects spin out of control through scope creep or poor project management.  Finally, the firm needs to understand the true cost of the technology infrastructure and the manpower required simply to maintain what they've got.

In many businesses, users are backing away from the information requirements they have, because IT has simply said "no" to many requests.  It's time to bring IT into the strategic planning of the business and demonstrate why they need to say "Yes" more frequently, and give them the resources they need to do so.

Comments

[Robert Hruzek]

I hear what you're saying, but how can non-IT folks like me get past this? The problem I have is in not knowing enough about IT to know what I'm asking for when I want to see something implemented.

Take blogging, for instance. To create a community of practice, there are two ways to go. Outside the organization, it can be as simple as starting a free blog. Inside the enterprise, it's like walking blindfolded through a maze!

It's not that I don't appreciate what IT has to go through, it's just that I want to be able to overcome any roadblocks. Justification is 'way easier than implementation. Where can I begin?