Strategic Management of IT

Part 1 of a Series

IT executives and managers are responsible for supplying digital services to the entire organization based on need. Understanding that need today requires a grasp of the role that architecture is playing in representing the structure of the organization. In order to provide the right systems at the right time managers in business and IT need to define the requirements which in turn are based on the structure of the business which itself is based on the strategic direction which again is based on what is going on outside the organization, its context. That is a pretty difficult task for IT management. The emerging discipline of architecture is intended to help deal with this understanding and make things easier.

The post-World War II era has seen the advent of many types of business models and methods of quantitative analysis. It has also seen the growth of organizations both organically and via merger or acquisition. In addition recent economic condition has seen consolidations, divestitures, disposals and spinoffs. On top of all that, the past 50 years has seen a number of issues evolve that confront organizations today such as:

  1. Transitioning from local to global markets and delivery points
  2. Increasing competitive pressure to streamline processes
  3. Drowning in huge amounts of disparate data with many different formats and media
  4. Exponential growth and proliferation of the data
  5. Integrating the merged and acquired organizations
  6. Assessing risk in a more complex environment
  7. Governance of the organization, processes and data
  8. Integrating agencies and ministries of governments
  9. Dealing with regulation and compliance
  10. New types of analytics
  11. Consolidating operations
  12. And the list goes on

Read More at BPM and Case Management

Frank Kowalkowski
Author: Frank KowalkowskiWebsite:
President and CEO of Knowledge Consultants, Inc

Frank Kowalkowski is President and CEO of Knowledge Consultants, Inc.

He has over 30 years of management and consulting experience in manufacturing, distribution, banking, insurance and financial services as well as the public sector. He has been involved with wide range of projects that include business analysis, process management, e-commerce, business performance measurement, business and competitive intelligence, knowledge management, and supply chain management.

In addition to being a keynote speaker at international conferences as well as a conference chair, he has written numerous papers and spoken at conferences on a variety of subjects such as business performance management, technology forecasting, management disciplines, process analytics and management and various aspect of enterprise analysis. He is the author of a 1996 book on Enterprise Analysis (Prentice – Hall, ISBN 0-13-282-3365) and over 70 papers.

He has consulted with Fortune's magazine 100 companies.

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