Not many people would associate “boldness” and “tenacity” with the rather bromidic and matter-of-fact world of IT; just as one wouldn’t correlate a dancer’s seemingly ethereal movements as ones of boldness and tenacity.
Yet, boldness and tenacity come from a deep-seated confidence that has been long in the making, despite the impression that boldness hits one like a bolt of lightning. It takes years of dance training to ensure that all parts of the body are informed and in sync about what is needed to take that bold step up onto pointe and to tenaciously hold the pose for as long as the choreography calls for.
IT also requires working with the collective knowledge of many parts of the organization in a concerted, practiced and methodical fashion to attain the assuredness needed for moving boldly forward on the company’s digital strategy.
A recent report by Aité Group, titled “Integrated Portfolio Management: A Source of Boldness and Tenacity,” maintains that, by having all of the necessary collective knowledge, an organization can become more tenacious and bold.
In the report, a large European logistics provider said: “We have so much information about the enterprise and how it will be impacted by any given project or change that we’ve reduced project risk to the point that we take on a lot more projects.”
This quote describes the results of steady, step-wise implementation of an IT planning and portfolio management practice. It has allowed them to become bolder in defining and executing on their business and IT strategy.
This person goes on to say: “We have so much reference information about how applications and processes are connected that whenever we do a project, we do much more preventative work and contingency planning. We have very few surprises or cost overruns; very few of the disruptions that cause you to give up on some of the scope of a project.”
The knowledge base, planning procedures and risk management framework they have built up endows them with the tenacity to see their transformation projects through.
Since it encompasses business strategies and goals as well as the whole of IT, a collaborative, integrated IT portfolio management discipline can ensure that IT change involves all the relevant stakeholders and is done within the context of business.
Consider this quote from a large US-based financial institution: “Management has established for the organization 13 priorities, each in order of importance. These priorities have been used to assign strategic relevance scores to every asset, process, project, and potential project in the enterprise … IT can almost instantly align with what management wants to do.”
So, if you are frustrated with the sluggishness of your company’s progress on digital business transformation, take a look at the report and listen in on the webinar: “Advancing Your Digital Strategy Faster with IT Portfolio Management” – a joint production between Software AG and Aité Group.
Maybe you’ll be able to identify the reasons for your company’s timidity and the roots of its irresolution. And – more importantly – maybe you’ll be able to find a remedy for the issues and get your company to center stage on executing on its digital business strategy – with boldness and tenacity.