In a recent Twitter exchange, digital leaders in the UK and US were critical of procurement in the public sector. Others make similar comments about their colleagues in Legal and Finance. I agree there is a problem but I don’t think it is entirely fair to single out these teams. The rest of us need to accept some of the blame because, generally, we get the commercial services we deserve.
This is the second post about some insights I gathered from attending the Cloud World Forum in London in June. The first post covered some uncomfortable choices for cloud customers. This post explores the equally unpleasant choices for suppliers.
In this latest post on a service-oriented operating model for IT I will cover mapping out the IT value chain. There are quite a few steps which lead up to this point so start here if you want a reminder and don’t forget these warnings. So let’s get started with: what are IT value chains all about, why you need to take the time to map them and how do you use them.
I recently read an interview with Catherine Bessant, CIO of Bank of America (a quick and simple registration on CIO.com is required). Catherine comes across as an impressive CIO role model. She has taken an unusual path to the role and has an unusual approach to some of the challenges which we can all learn from. For this post I have picked out one of Catherine’s key areas of focus. She describes herself as “freakishly focused on simplification.” Given the intricate and fast moving nature of IT, you might think this focus is incompatible with the CIO’s role but it should be near the top of every CIO’s agenda.
Why has IT management become so cursed with Binary Thinking? No. 3: IT is internal or outsourced Binary Thinking: Organisations can get their IT services from an internal IT department or they can dispense with their IT department and their CIO and get all of their IT services under contract from an IT outsourcer.