CIOs today have daunting demands and competing priorities. Pressing requirements to keep the business agile while optimizing technology resources, staff and budget continue to apply mounting pressure. In my CIO View blog series, I’ll take a hard look at some of the challenges CIOs face and look to provide insights and best practice advice on how to tackle them.
Today I’ll explore some key things to consider as you take a look at addressing the complexity in your environment.
First let’s explore how it got so complex in the first place. Consistent pressure to do more with less has forced most IT organizations to acquire new technologies to keep up with new project after new project. The result? Most enterprises have become saturated with technology that isn’t optimized or automated for efficiency.
With each new business requirement, new best of breed technology is adopted without looking hard at how to use existing technology to solve the problem. Over time this technology complexity has put a heavy drain on staff resources and budgets, not to mention the overwhelming waves of technology upgrades required to keep each system up to date to assure proper interoperability and security.
Very often you may be doing all the right things, but simply haven’t put all the products together to get the most from them. In some cases, what’s needed to support new technology is not only new infrastructure but new staff resources with specific skill sets as well. As such, CIOs are not only kept awake by the technology cost of their growing complexity, but the recruiting and retention staffing costs as well.
If you’ve found that your IT organization is stuck on the complexity hamster wheel, it may be time to take pause. Identify opportunities where cloud-based solutions may better empower users and drive down costs. And take a look at what can be simplified and automated using existing technology in a new or deeper way. Of course, not everything can be moved to a cloud model, so look too at those applications that need to remain on premises. Through consolidation of tools, automation and layering technologies you can simplify your infrastructure to achieve greater agility.
At IPM, we’re the experts at doing just that. We can look at your environment from the outside in to identify what products in your portfolio may need to be retired, better integrated or used more. This will ensure that your IT organization is not only able to serve the business faster, with greater flexibility, it also ensures that you can conserve your budget for the next big project on the list. Interested in a discussion? Contact us today.
In my next CIO View blog, I’ll cover tips on how to make the IT leap from technology implementer to service manager.
About Phil Alberta
As CIO for IPM, Phil Alberta enables IPM’s organizational processes, continuously evaluating programs to maximize efficiency and further progress across all business practices. Alberta also plays an integral role in developing executive client relationships, mapping solutions to business objectives and ensuring maximum value is realized from project investments.
Previously, Alberta was Vice President IT Business and Technology, and acting CTO at Tiffany & Co. His responsibilities included Technology Strategy and Management, Information Security, Compliance, and partnering with senior management to develop and execute the strategic direction of IT. Alberta was a 2009 CIO Magazine Ones to Watch award recipient and is an accomplished speaker, having presented at the National Retail Federation and CIO Magazine’s CIO 100 Symposium, as well as other peer forums. He graduated from Seton Hall University with a B.S. in Psychology.