Forrester predicted that 2019 would be the year of rebuilding foundations and measured innovation for the CIO. As part of this, they suggested that CIOs not put the proverbial ‘cart’ before the ‘horse’, and to focus on providing solid foundations while taking a measured approach to innovation. Yet despite the guidance to focus on practicality, many CIOs still aspire to be seen as a technology evangelist and to work with smart business partners to create major change within the organization. This has left many CIOs at a stalemate in regards to their role and responsibilities, especially as the CEO and CDO roles continue to evolve.
The Open Group IT4IT™ Reference Architecture, a standard of The Open Group uses a value chain framework that applies this concept to IT by defining an integrated IT management framework focusing on the lifecycle of services. This allows IT to achieve the same level of business predictability and efficiency that supply chain management has allowed for the business.
The Open Group IT4IT™ Reference Architecture, a standard of The Open Group, is a value chain-based standard reference and operating model for managing the business of IT. It creates a model of the functions that IT performs to help organizations identify the activities that contribute to business competitiveness.
It supports real-world use-cases driven by the Digital Economy such as, Cloud-sourcing, Agile, DevOps, and service brokering, and is designed for existing landscapes, and accommodates future IT paradigms, making it ideal for Digital Transformation projects.
Finally – A Body of Knowledge and Standard for Digital Practitioners! No, I’m not talking about practitioners of Digital Marketing; “Digital Experts,” “Digital Directors,” “Digital Marketing Managers”, “Digital Brand Managers,” etc. have been around for a couple of decades now…
I applaud the choice in the book “Managing Digital, Concepts and Practices” by Charles T. Betz “to NOT include dedicated chapters on “Project Management” and “Process Management.” Instead, more general chapter titles of “Coordination” and “Investment and Planning” were chosen. I like this because the more general terms get to what must be done and get away from the legacy disciplines that have been assumed to be the right and only way to get them done. In other words, I think we have lost the reason for employing legacy disciplines and they have become embedded, maybe even institutionalized, without accountability for adding value – especially through answering questions to support decisions. On the other hand, I do not feel that one should simply dismiss the goodness of legacy disciplines lest we throw the baby out with the bathwater!
For many of us, each new year is an occasion to look back at the previous year’s accomplishments, as well as look forward to what’s to come over the course of the next year. For the past three years since I took over the reins as CEO of The Open Group, I’ve made it a tradition to take advantage of the new year to do just this, as I’m sure many of you do both in your professional and personal lives.
With the passing of each year, I’m always struck not only by how quickly it goes by, but how many new opportunities arise throughout the year for The Open Group that none of us ever could have predicted. What’s nice for me, from where I sit, is that there is no shortage of new opportunities for us as an organization to do what we’ve always done—to help organizations come together to solve their business problems through open standards.