Ok, I'm in agreement with Rob about this too, but I still think there is
a "boundary" problem. Very few businesses are truly process oriented or
service oriented. In most cases we have some kind of hierarchical
organization with different departments, e.g. a Sales department, a
Purchase department, an IT department and so on. Often there is some
kind of matrix organization with business processes superposed on the
hierarchical organization. I will use a hierarchical organization as an
example in my question below:
If we want to align the technology with the rest of the business, whose
responsibility is this? Should the folks at the IT department model the
business (by the help of other business experts) and map the business to
the most suitable chunks of technology or is it the responsibility for
somebody else in the business to tell the IT department how this should
be done?
// Dennis Djenfer
Rob Eamon wrote:
The role is this: viewing the business through a technology lens. How can
technology be used to meet the goals of the company? Every group in the
business has a particular focus.
-Rob
--- In [email protected], Dennis Djenfer
<d...@...> wrote:
Rob Eamon wrote:
--- In [email protected], Dennis Djenfer <dej@>
wrote:
There's two issues here:
1) What is the boundary of IT? When does IT stop and business begin?
2) Is it possible for the "internals" of IT to affect the business
or even change the business?
Great questions. My answer to #1: IT is a part of the business with a
particular role.
-Rob
I 100% agree with that! But it leaves us with the question: Which role(s)?
:-)
// Dennis Djenfer
------------------------------------
Yahoo! Groups Links
No virus found in this incoming message.
Checked by AVG - www.avg.com
Version: 8.5.339 / Virus Database: 270.12.35/2124 - Release Date: 05/20/09 06:22:00
