Run IT Like a Business, Not As a Business
post by Chris Curran on January 25, 2010A recent InfoWorld article by Bob Lewis questions the IT organization concept of “running IT as a business.” Paraphrasing, he poses several problems with it:
- No one inside your company is your customer
- IT’s costs are always higher than external options
- Building software that “meets customer requirements” is short-sighted and reactive
- Software product focus limits enterprise wide thinking and shared investment
- It creates more organizational and relationship barriers and is seen as a vendor not a partner
- Running IT as a business implies that chargebacks are used and are often used as a substitute for good management and governance
While I agree that many of these would be problems with an IT organization who takes the “run IT as a business” to the extreme, very few organizations out there have actually attempted that. Instead, they have tried to become more “business-like” in their attitudes, strategies, planning, investment analysis, project management, measurement, etc. The primary goal in “running IT LIKE a business” is to improve the business-IT communication (I hate that “business-IT” thing, but we have to deal with it for now…) and reduce the translations from business need to value delivered.
I would also argue that any software or services business organized like Lewis suggests wouldn’t be in business for very long, and therefore, it’s a worst-case model. Most decent businesses (and IT organizations) have learned how to treat their customers as more than transactions, bring ideas to the table, have meaningful design discussions, and understand that innovation is critical to growth.
The Business of IT
So, instead of trying to apply “run IT as a business” literally, what can an organization do to improve its business savvy and think more like other parts of the business? Here are some ideas based on what Diamond has seen from successful IT organizations:
Area | IT Centric | Business Savvy |
---|---|---|
Planning |
Driven by individual requests and annual budget cycle |
Multi-year roadmap linked to business capabilities |
Architecture |
Focused on technology platform |
Focused on the enterprise’s products and services |
Service Level Management |
Reports IT metrics, like 99.999 uptime |
Reports business metrics, like “generated 12,340 bill this cycle” |
IT Staff and Organization |
Point people assigned to business functions and apps |
Business and IT teams are co-located and integrated; IT leaders part of business leaders’ management teams |
Project Justification |
Subjective or loose business cases; all projects treated as ROI generating |
Consistent business cases across the enterprise; match expected value to type of project (ROI, pilot, infrastructure, etc.) |
Lewis and I agree on at least one thing: IT should become more integrated with the business, not less. Running IT like a business is all about that.
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