Introduction
For a long time, the position of the chief information officer (CIO) has been underappreciated by the executive committees of numerous organizations. Similarly, the IT department has been viewed as a separate agency. This effect is most likely the product of the comparatively recent incorporation of information technology roles into day-to-day operations of different workplaces. However, things are beginning to shift, necessitating the implementation of plans for the complete integration of information technology into all aspects of the enterprise. According to Feld and Stoddard (2004), the efficient execution of IT relies on three principles: a highly useful, performance-focused IT, a long-term Information Technology renewal plan aligned with corporate strategy, and lastly, a streamlined, unifying corporate technology platform.
Principle 1: Highly Functional, Performance-Oriented IT Organization
The principle regarding the creation of a Highly Functional, Performance-Oriented IT Organization is essential for improving the association between IT and other departments, increasing IT staff affiliation with the company, and also ensuring that IT activities conform to the corporate values as well as performance standards. The example of the Burlington Northern and Santa Fe Railroads highlights clearly how this principle operates. The lesson learned revolves around the importance of merging IT with other functions for efficient integrated systems in a company (Feld and Stoddard). This achievement is only achievable through the establishment of innovative, cohesive cultures which depend on appropriate guidelines for performance, management, and also feedback.
Principle 2: Leadership and Merging IT with Other Departments
As such, a merger between IT and other departments requires leadership, hence the creation of the CIO office, development of clear rules, shared missions, high expectations, and IT managers who are deeply active in the undertaking of projects and teams. With time, it is possible to attain a healthy relationship between IT and other departments leading to a new, yet high-performing organizational culture which is fostered by reorganization, streamlining, and oversight. However, this crucial principle must be used together with the other two for reinforcement purposes.
Works Cited
Feld, Charlie S. and Donna B. Stoddard. “Getting IT Right.” Havard Business Review, February 2004, https://hbr.org/2004/02/getting-it-right. Accessed 25 September 2017.
