Considering IT Operational Decision Making as an Asset in Current Dynamics

October 18, 2011
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“To deliver on increased qualitative and quantitative expectations and combat with situations of close margins, it becomes imperative to redefine on core strategies and policies for long term survival and emerge as a winner. This write-up is focused towards possible approach rather changes which should be brought forward to combat with current market challenges for IT service and product support organizations.

“To deliver on increased qualitative and quantitative expectations and combat with situations of close margins, it becomes imperative to redefine on core strategies and policies for long term survival and emerge as a winner. This write-up is focused towards possible approach rather changes which should be brought forward to combat with current market challenges for IT service and product support organizations.

This write-up emerges from author’s own experience working over a decade for variety of multinationals expanding exuberant on strategies and policies and half a decade working with mid-sized/startups investing consciously considering every aspect of it.

I have to admit on the inspirational coincidence had from James Taylor’s article on the subject and will like to continue from there on rather than repeating on it …

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What I want to emphasize is the conduits of the subject from where he left and what it might lead to. The summary is if we consider decision making as an asset than we need to centralize the overall strategy around it for a longer run. Undoubtedly, getting there is far better than walking down on the tight rope above fire which organization without understanding current market dynamics will be most likely doing in absence of necessary re-alignments.”

The key areas which need to be relooked at are –

  • Setting up the right Culture – Sense of ownership with reduced in-securities and increased openness
  • Aligning everything for cost effectiveness and time to market
  • Partnering for Co-owning risks/rewards
  • R&D as continuous focus – Focus on continuous improvement by time to time benchmarking
  • Cost effectiveness on Quality Solutioning or Services
  • Liasioning with Key Competitors
  • Increasing Quality Offerings with optimal turnaround time as winning key

Each of the aspects briefed above, will be elaborated in my next post on the subject. In the meantime if readers have some opinions, it will be really good to hear

The Culture – In order to get the level of confidence from market organizations need to have demonstrable capabilities with right mix of quality and long term sustainability against any possible degradation on the same. That means organizations need to have trust of the people, by providing them unbiased security and an open platform where people are willing to combat against challenges by accepting ownership of their respective areas willingly. This is the key winning factor. But again to achieve this is not that straight, this comes from the culture which begins for an individual, from the moment he joins and starts with his/her day one formalities. I have a strong feeling that people in mid-sized or smaller organizations adapts quickly on the organization culture in which they are, as compared to bigger organizations. Bigger organizations culture is more based out of processes and rules where human angles are missed very often. It does not mean that there should not be processes at all, off-course we all needs governing rules to keep align the mass at certain level and help during crisis to back upon, but the sense of ownership, one family feel and strong commitment is what we get if we provide them right environment free of insecurities to extract best from them. It should not be missed that when brining new babies on board, the recruitment bodies should also have to screen them on some important grounds like behavior in the team, decision making styles, and personality traits during crisis, the close and careful screening is what is required during this stage.

Cost Effectiveness of Operations – The approach becomes simple here if we can setup sense of ownership and one family integrity emotions, then people will surely welcome necessary alignments of lean operations in terms cost they pour in to achieve results that are in rich in quality and set future prospects for the family.

Partnering and Liasioning – It is of utmost importance for organization which are mid sized and small and still want to grow at relatively faster pace, to adopt on strategies of continuous learning by partnering with other players. This will not only help on sharing the risks but also on providing relatively more opportunities to the members of the families to work in global environment which can probably help in combating with possible dis-satisfactions and insecurity issues. One important fact here is the liasioning here means only on the areas where the organization do not have capabilities or lacking on capabilities and intends to build over a period of time. This will also help on increasing quality offerings to the customers and clients.

Each of the aspects briefed above, are elaborated in a fine document blue print available on request and tailored based on individual organization dynamics, size and needs.

Overall, Leadership should keep a constant “scanning” eye on the internal and external market dynamics and stand ready to move quickly when the opportunity knocks. Capping everything is the contribution of a great team approach to new revenue generation: New ideas emerge more rapidly when partnership and teamwork prevail.

References

[1]        Aligning IT with Business Goals

http://www.information-management.com/infodirect/2009_128/it_planning_eam_strategy_management_business_capabilities-10015653-1.html

[2]        Operation Decision Making as a Corporate Asset (James Taylor)

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