Demand Maturity

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Maturity of business demand (appetite) for IT capability

Why Some Projects Should Be "Led," Not "Managed"

I've posted before (many times!) about Business-IT Maturity, and the common "sticking points" that most IT organizations run into around the mid-point between low and high maturity.  (See, for example, here, here, and here, or enter "Sticking Point" into the search box.) Walking Ever Faster Will Not Get You Running! If, arbitrarily, you pick 3 [...]

COBIT – Good News… Bad News!

COBIT is described by its creators, ISACA, as a "Framework for IT Governance and Control."  Celebrating it's 15-year anniversary, COBIT provides an excellent framework for helping bring IT under control.  In ISACA's own words: COBIT is an IT governance framework and supporting toolset that allows managers to bridge the gap between control requirements, technical issues [...]

Account Teams and Business-IT Relationship Management

I've posted quite frequently on this blog about the role of the Business-IT Relationship Manager. It's a key role - crucial, in fact, at mid-levels of Business-IT maturity.  It's a role that typically does not work well at lower maturity, yet is essential to reaching higher maturity. It's also a role that is hard to [...]

From Business-IT Alignment to Business-IT Convergence

I've posted before on the emergent confluence between business and IT.  I've also discussed the shift from Business-IT Alignment to Business-IT Convergence as an aspect of increasing business and IT maturity.  I've noted (Goodbye, Shadow IT - Hello, Shadow IT) that 'Shadow IT', often viewed as a problem to be solved might be more appropriately [...]

Business-IT Alignment – The Relationship Dimension

Much has been written about "Business-IT Alignment" over the years.  Alignment can refer to Strategy - the degree to which IT strategy and business strategy are aligned.  (This, of course, is both 'old news' and yet often not the case in practice.  And there's one school of thought that says there's no such thing as [...]

How "IT-Savvy" Is Your Company? Why Does That Matter?

Regular readers will know that from time to time I refer to research by Peter Weill, Chairman & Senior Research Scientist, Center for Information Systems Research (CISR) at the MIT Sloan School of Management.  I've had the privilege of knowing Dr. Weill for many years, and having collaborated with him on several multi-company research initiatives. [...]

To Centralize or Decentralize IT – That Was The Question…

What are the key issues in thinking through the perennial 'centralize vs. decentralize IT' question? This post was triggered by a question I received from a CIO over the holidays (yes, CIOs and management consultants don't take holidays!)  He was trying to deal with a number of departments which insisted on having their own IT [...]

How Marketing-Savvy is Your IT Organization?

I find marketing to be a tricky subject for the IT profession - there are some fine lines that can be easily crossed, and it's not a discipline that IT organizations have typically been founded upon.  Project management, business process reengineering, infrastructure - these are more likely than marketing prowess to be among the core [...]

IT Portfolio Management – Avoiding the Tool Trap

Over many years of preaching and teaching IT portfolio management, I've been frequently frustrated and disappointed by seeing IT organizations screw up portfolio management, and as a result, miss out on the significant and important benefits this discipline holds.  They do so by buying into the concepts, then jumping to a tool choice, implementation, declaring [...]

The Real Sin of Email

WSJ's Business Technology blog had an interesting post asking Why Do You Hate Email? The post quotes Michael Osterman, saying: Email has been stretched far beyond its limits... I agree based upon what I see in my consulting clients, but not just in the traditional ways we imagine 'stretching' to include (e.g., cc'ing the world, [...]