Digitization of the IT organization
Digitization is a top issue in the business. The impact on the business, the customer relationships and also the suppliers are hotly debated, always citing the classic examples of startups and mega-successful digital players. But what impact does digitalization have on classic companies, and especially on the IT organization?
Digitization will dramatically change IT organizations, as well as existing levels of stability, reliability, and performance of the services deployed, new IT requirements are set for speed, flexibility and scalability of services. These requirements are not superseding, but complementary. An IT of two speeds or the bi-modal IT is used in the long term. Defacto, however, is not a question of two different IT departments, but a symbiosis of different approaches in an "organism", comparable to the left and right hemisphere of a human being - different perspectives and strengths, interacted in one person. The IT organizations must learn to build both abilities and to combine them together, a separation does not lead to a long-term goal.
IT organizations must change and take on this challenge. At the core, digitalization in IT is not about technical challenges, but cultural, organizational and managerial changes. The entire operating model of the IT has to be put to the test and holistically adjusted. Individual measures such as the setting up of labs, partnering with agencies or the organization of hackathons will not bring about a lasting change, but the risk of losing their own employees and of degrading IT to second class (at least in the perception of the employees). Rather, it is necessary to mobilize the potential of one's own employees and to actively shape the path of transformation. This requires a different leadership (digital leadership), which creates freerooms and delegates responsibility.
Collaboration with the business instead of just service delivery and ITIL processes
Digitization leads to new roles in IT, a different kind of collaboration between business and IT (beyond service delivery and ITL processes). Instead of delivering the service as previously defined to the business and working together in the framework of standard ITIL processes, new, additional collaboration models have to be found. This is absolutely essential, especially for innovations, agile process models and the customer focus inherent in digitization.
Digitization will also accelerate external sourcing, since the requirements for rapid scalability can often not be provided internally, while more capacity is needed for new topics such as data analytics, innovation and platform management.
The digital transformation of IT is a mammoth task, but it must be tackled in order to be able to provide its own company with the required IT services in the future and not to leave the field to other external service providers that directly address the business and the IT pass.
Our experts for digitization of the IT organization
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Master of Engineering and Business Administration
At 4C you will not encounter consultants corresponding to usual stereotypes. And certainly not in the person of Joerg Bassen, who - as an engineer - stands for the principle of gravity, that means a down-to-earth attitude, objectivity, careful consideration and thorough analysis. Not only our clients benefit from his “engineer’s viewpoint” and his distinctive analytical skills, but also our internal knowledge exchange and qualification activities for our consultants.
His focus lies within the CIO and CDO Office and including IT strategy, sourcing management, digitization, IT Controlling / decision making and change management. Concurrently he heads as managing director our digital joint venture GROUP ZERO ONE, where he advises companies in developing, initiating and monetizing digital business models.
He has extensive experience in various industry sectors.
Master of Business Administration
An absolute intention to change things for the better is part of every 4C consultant’s essential mindset. Anyone who can prove this talent in challenging project situations, will go far with 4C. This applies in particular for Hans-Martin Schneider, whose assertiveness and talent for business development is combined with a good sense of humor.
His focus is in business transformation, digitization, business development & growth as well as restructuring.
He has extensive experience in the financial services, services and technology sectors as well as with owner and owner managed companies.