Market disruptions are causing leaders to step back and look at all aspects of their businesses. Top of mind: transforming the IT organization to meet the growing needs of the business and its stakeholders, including customers, employees, partners and suppliers.
IT organizations need to evolve from a centralized authority into an orchestrator of business services. IT will empower, not control. The CIO should serve as a catalyst for digital conversations, as IT empowers stakeholders with technology to drive business value. IT will also create a tightly integrated and secure environment that enables anyone to plug in to the enterprise anytime, across any device.
PwC’s New IT Platform links people, process and technology and encompasses transformation across the organization. There are five key components under the new model: IT Mandate, Process, Architecture, Organization and Governance.
From strategy through execution, we help create an integrated and secure environment where any stakeholder can easily plug-in. We combine deep business domain, industry and technology experience with regulatory, governance, tax and risk capabilities. Access to a global network of resources allows us to assist our clients with thorough IT transformation.
IT needs to evolve from a controlling authority into an orchestrator of services. This shift empowers employees with technology, enables operational efficiencies, and drives business growth and innovation. Assessing technology spend within and outside of IT is an important starting point. IT can reassess its IT operating and sourcing models and optimize technology costs.
IT organizations need to integrate "any data, from any source, in any format, at any time” in the digital era. Stakeholders should be able to easily and securely plug-in to the enterprise with reduced dependence on IT. A holistic view of integration as well as a thorough integration strategy and roadmap are good starting points. IT can also enhance and integrate the application portfolio both on-premise and in the cloud, integrate and automate business processes, and deliver an integrated user experience.
The lines between technology and business are blurring, and experienced problem solvers and enablers of the business are now required skills. Employees with multi-disciplinary technology and security expertise, deep business domain knowledge, and an ability to evaluate the impact of decisions across the enterprise will be most critical. To acquire the right skills, the technology organization can assess their talent and organizational design, develop a technology talent strategy, and determine the approach to shared services and outsourcing.
With the redistribution of responsibilities, an organization’s governance model will need to change. The technology organization needs to retain and enhance certain decision rights, like architectural and data standards, while relinquishing others. Rather than constraining, this move is liberating, providing guidance and empowering others to act. Organizations can assess the state of shadow IT, assess IT controls, refine the technology governance model, determine Key Performance Indicators (KPIs) and metrics, and assess cloud needs and risks.
Speeding up IT's idea-to-offer cycle is crucial to staying competitive in today's digital world. Organizations are looking to move from time-intensive custom development to a fluid assemble-to-order approach, to fuel innovation and enhance customer satisfaction. They must tap into the potential of emerging technologies and markets through the rapid release of new technology-enabled business capabilities, but are finding that the rigid and siloed structures of their traditional IT platforms and processes are slowing them down. DevOps, a movement that breaks down the barriers between software development (Dev) and operations (Ops) teams, offers a compelling prospective for a new, faster, more frequent mode of software delivery.