Flexible friend

IT agility remains a collective figment of the imagination at some vendors' marketing departments rather than something which can actually be realised.

  • E-Mail
By  Administrator Published  May 1, 2007

In 2006, the Nortel implementation project started as an architecture project since the platform must fulfil an integral part of the future IT Institute architecture at business unit level.

SIT is also looking at implementing ITIL to aid business agility in the future, but first it has to educate its IT teams on ITIL process implementations.

As companies grow, they hire new staff, expand their offices and demand much more out of the technology they invest in.

He also believes an SOA approach can bring numerous benefits to an IT organisation and especially as IT agility is concerned.

"SOA delivers recompense by enabling flexible solutions and a high degree of influence made possible by the swift assembly of these services to craft new business functionality," he says.

However, he warns IT managers in the Middle East to spend their budgets wisely and avoid vendor hype.

"Many IT managers in the Middle East spend money on vendor hype and it's not difficult to locate around this region. Just have a look at the number of failed IT projects in the region," he says.

At CA, the vendor whose solutions are designed to support IT agility, Abdul Karim Riyaz, CA's regional director, storage and protection for the EMEA markets, says IT can be the enabler of business agility but like any other enabler it is only as good as the people that use it and the process that is built around it.

He argues that while agility might be considered a buzzword by some: "every buzzword is generated out of a new idea and a new strategy that is built upon fundamentally sound principles to create better value. It is up to the community, in this case the IT community, to make the buzzword a reality."

To make sure that IT can keep up with changes to the business, IT needs to look to some of the ideas that progressive businesses have put into practice to ensure better alignment between IT and business.

These include giving the CIO a seat on the board so as to get engaged in the business decisions and receives early warning in business directions, empowerment of middle level business managers to understand what technology is and how that contributes to the way they do business, the establishment of joint business-IT committees for each new project, close monitoring of the progress of IT makes versus defined business goals and education at every level on both business and IT aspects.

Add a Comment

Your display name This field is mandatory

Your e-mail address This field is mandatory (Your e-mail address won't be published)

Security code