Capping IT Off

Capping IT Off

Opinions expressed on this blog reflect the writer’s views and not the position of the Capgemini Group

The speed of change

Category : Mobility
It's not easy to be an IT manager in this day and age. You've just finished stabilizing the IT environment and making sure everything is safe and secure so you can guarantee continuity and meet the SLAs, and here come the business guys asking for fast mobile applications. Where does that leave your standardized, water-tight ITIL processes? At first they were soothing, brought routine, structure, safety. Now they just feel like shackles. So do you simply throw them out? Absolutely not! These processes were developed for process-heavy applications and systems that need them. They are the foundation on which the organization is built. But the mobile world has an entirely different dynamic and because of the speed at which technology evolves, it also has a faster pace. Two years ago, BlackBerry was hot, and now it's not. A year ago, no one took the WindowsPhone seriously, and now they do. The mobile world is able to develop faster because the underlying technology is simpler. And before you know it, you're lagging behind. Or setting the pace, of course.
We see a lot of companies that struggle with the different speeds. And because nothing ever seems to fit, IT gets tagged the "Department of NO". “Sorry, doesn't fit with the current architecture…….. can't fit it into the planning……… can't fit it into the next release………. We have other priorities right now…..”. Does this sound familiar? Even existing governance models have problems. A decision and budget process that takes nine months for an app that can be built in two months to help customers isn’t really very helpful….
The trick for IT managers is to serve both worlds at their own speed. The "two-speed organization" is the answer. In such organizations, the existing structures remain in place to support traditional transaction systems while adding flexibility to respond rapidly to changing environments, such as the mobile environment, at the same time. This turns the "Department of NO” into the "Department of GO!"
Fast and slow components that work together. It might sound strange but the concept has been around for centuries. A clock doesn't only have large, slow wheels, it also has smaller cogs that turn quickly. The clockmaker fine tunes them so the clock accurately keeps time. Just like your organization will keep up-to-date by enabling the faster and the slower components to work hand-in-hand. In addition to the wheels, a heavyweight is needed that pulls on the wheels and keeps everything in motion. Because the job of IT manager will always be challenging.
Mobile is often approached as a technology project. And that's understandable. The funny thing is, though, that the technology is relatively simple. The complexity lies mainly in the change. This makes mobile more of a change project than a technology project. Capgemini has the required experience and is happy to help. Read all about it on

About the author

Jan Moors
Jan Moors
Over the last two decades my focus has been on boundary spanning between Business and IT. In various roles, from Business Development to Consulting, worked on translating business needs into specific IT requirements and translating IT capabilities into specific business opportunities. Since early 2013 this is specifically geared towards the possibilities that arise from the Mobile opportunity, with a strong focus on Strategy and Governance. In the early days of Internet (1995) I was a Business Development Manager struggling with the question how to drive benefits from the promises of the Web. We saw different companies adopting the Web at different speed. What's happening now in the Mobile space has great similarity, but at completely different pace.

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