Innovation and Renovation: the IT agenda

Every day we become more digital. We are always connected. The term “internet” used as a separate space of...

Publish Date: 03/02/2015

Every day we become more digital. We are always connected. The term “internet” used as a separate space of everyday life is makes no more sense. The internet is in our daily lives. Our digital interactions generate a brutal amount of data, the big data. In addition, the cost of digital technologies, sensors and processors, is falling precipitously and making it feasible to digitize objects previously “stand alone”, the Internet of Things.
With so many changes in society, companies have sought opportunities to grow its business through digital technologies. The digital innovation has become a strategic move in more and more industries.
However, these initiatives are hindered by the traditional IT infrastructure that often limits the agility and innovation capacity. On one hand, companies have realized the importance of monitoring the awesome pace of the digital world, but it is also clear that they can not afford to abandon what has been done so far. We have to innovate and be agile, but we also have to ensure business continuity and operational efficiency.
How to dodge this bullet?
The answer involves the reorganization of IT into a bimodal model. Gartner recently published a report recommending this restructuring, where two operating modes coexist harmoniously. The “Mode 1” is a robust and efficient IT, with structured and reliable processes and the “Mode 2” is the fluid and agile IT, ideal for the creation of new business models.
On paper this may sound easy, but the implementation of IT Bimodal has required a lot of planning and skills from CIOs. A major challenge is open up space for a part of the team be able to do experiments with new possibilities that technology brings to business without being overwhelmed by the demands of traditional governance and also without losing strategic focus.
Another major challenge is the need for renewal of the foundational systems, which will have to support the new digital initiatives. This is the challenge of “changing the turbine in a flying plane”. The IT Mode 1 must adapt, incorporating techniques that are traditionally used in agile projects, such as automated testing and refactoring, opening applications in a service architecture and facilitating the integration and new developments.
The task is not easy, and the ideal scenario is to have different evaluation criteria for each mode initiaves, allowing the maintenance of boundaries between their performances.
In the coming years, IT will have to answer some critical questions: Does our teams have the skills and resources needed to meet the challenge of digital business? The organization will know how to deal with the uncertainties that digital technologies and behavioral changes will bring to the business?
The creation of a Bimodal IT can help with answers. This is the challenge that IT professionals will face in the next years.

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  1. About Dextra

    Dextra is a digital innovation studio and consultancy for the development of agile software for customers who are looking to disrupt their respective markets. We combine innovative processes, UX design, leading-edge technologies, and business acumen to create software capable of repositioning our clients within the highly competitive world of digital commerce.

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