The purpose of “Digital IT-100 Q&As “ is to summarize 100+ classic and emergent digital debates about digital IT leadership and management, brainstorm how to run a holistic digital business from multidimensional lens, share digital holism and strategic insight, keep IT digital fit, deal with both IT management dilemmas and innovation paradoxes effortlessly, guide today’s digital leaders and professionals to learn the valuable lessons across industrial and geographical boundaries, develop the best and next digital practices to tailor their needs, set the right priorities to achieve high performance, and build a solid digital brand, with the goal to accelerate digital transformation.
56 Organizations today are inundated with the sea of information. Prioritization starts with a right mindset.
57 The requirement management is a good starting point and one of the significant step in managing IT initiatives effectively to achieve its business value.
58 By setting the right priority and focusing resources and budget on the most critical areas, IT has the opportunity to not only be responsive but ultimately be the strategic business partner.
59 Reimagine IT via doing more with innovation, and rebrand IT via building the solid IT value proposition.
60 The challenge for the IT leader si to set the right priority, manage the limited budget and resource, to “Do more with innovation.”
61 A value driven IT needs to understand stakeholder’s expectation and propose a service/solution portfolio that corresponds to both demand and cost drivers with a focus on business priority.
62 Setting priorities to leverage limited resources and talent to maximizing business value is an important step in climbing the organizational maturity.
63 The priority has to be set for lifting IT and overall business maturity from efficiency to effectiveness to agility.
64 It is time to “align IT to the customer” rather than “align IT with the business.”
65 Building a digital-ready IT roadmap is a proactive approach to well prepare for the digital transformation.
66 A digital-ready CIO is a visionary and transformational leader, not just a transactional manager, for the long term.
67 Bridging the gap between IT and the business are really issues of all about change.
68 The “artificial gap” between business and IT can be bridged via effective leadership, profound understanding, continuous learning, and improvement.
69 Silos build the wall in people’s minds and tie the knots in their heart.
70 More transparency in the IT value proposition to the business plus more engagement partnership with the business is needed for running a high mature digital organization.
71 IT and business must be partners, must be able to speak the same language, finish each other’s sentences, to solve the well-defined business problems.
72 The “disconnect” is the single largest problem in the business-IT world today.
73 IT is part of business, and business is becoming IT.
74 Metaphorically, IT is the nervous system of the enterprise body.
75 Organizational success comes when IT and business act from “IT vs. business” to IT is business” - a true partnership.
76 People tend to have a high expectation of digital flow, very little patience with technology issues.
77 The true IT-business partnership is not only possible but the “most have” goal for building the high-performance organization.
78 Trust means how to strike the right balance upon what IT can give up control, and what IT needs to control.