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Using "vuja de" to be Innovative and Creating a Dynamic IT Environment; Part Two

Like I stated in my previous post, the concept of “dynamic IT” has been around for a few years now and has started to gain some traction. But not as much as it really could (or should). The “dynamic IT” concept and push for innovation go hand-in-hand here. By taking the vuja dé idea, IT and the business should be looking at and understanding what capabilities exist in the marketplace that they aren’t taking full advantage of, moving on them and then using them to improve the way they do business today.Blog

A word of caution first; An enormous divide exists, albeit the gap is starting to close quickly. But the business still faces the accelerating challenge to be more dynamic. IT has historically responded slowly to changing business needs. This divide can be very evident in fast-cycle industries such as high-tech manufacturing, consumer goods, et cetera, where the speed of business cycles often outstrips the speed with which IT can react to new market demands.

Here is where IT needs to be utilizing vuja dé more now than in any time in history. Virtualization and other technologies allow IT to break the old traditional ways IT has worked and really provide that flexible infrastructure that is needed. To use another quote from a previous post where Jim Champy said, "For the first time in history we can work backward from our imagination rather than forward from our past".

Again; vuja dé

I’ve mentioned ‘dynamic IT’ many times in this post and I’m sure you’re asking “so what are the drivers for a more dynamic IT?” In my experience of getting vuja dé wit it (sorry for the Will Smith reference), the most pressing needs driving the dynamic IT shift are:

  • Speed
  • Performance
  • Cost

I see these top drivers mapping directly into two paths that organizations are taking as they develop a more dynamic IT capability, focused on improving:

Business strategy automation and execution:

  • Focus on responding faster to changing business needs by improving the ability to quickly deliver and integrate applications, data and work flow that support new business requirements and improve productivity.
  • Use IT to monitor business performance and speed the business’ operational adjustments to market changes and supporting policy-driven actions. This comes from developing key metrics in conjunction with the business side and pro-actively monitoring and making tactical adjustments as needed to ensure success.

IT operations management and automation:

  • Focus on delivering higher service-level performance in support of the business and lowering the cost of infrastructure on which the business applications depend.
  • Link, monitor, and manage – end-to-end – all IT operational elements that support a business activity, from hardware and system software to business applications, data, work flow and business process.

There are two key areas where I see IT management focusing. On the “business strategy automation and execution” side of things, they need to focus on using virtualization and other technologies to create new business value through IT by moving more quickly and cost-effectively in developing/integrating the applications, data and work flow that support business process execution. From the “IT operations management and automation” perspective, we (IT) need to increase IT efficiency and performance. To do that we must deliver better IT operating performance in support of the business and lower IT operating costs by:

  1. Automating labor-intensive tasks
  2. Developing end-to-end management capabilities
  3. Reducing the “hardwired” inflexibility through more virtualization (i.e. desktops, storage, et cetera)

There are lots of challenges here and I’m hoping that with a little vuja dé you will see that the many technologies out there can help put you more into the "dynamic IT" set and make great things happen for your company.


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