{"id":45448,"date":"2014-03-26T12:40:03","date_gmt":"2014-03-26T16:40:03","guid":{"rendered":"http:\/\/danielschristian.com\/learning-ecosystems\/?p=45448"},"modified":"2014-03-26T15:36:41","modified_gmt":"2014-03-26T19:36:41","slug":"reflections-on-it-under-pressure-mckinsey-global-survey-results-khan-sikes","status":"publish","type":"post","link":"http:\/\/danielschristian.com\/learning-ecosystems\/2014\/03\/26\/reflections-on-it-under-pressure-mckinsey-global-survey-results-khan-sikes\/","title":{"rendered":"Reflections on “IT under pressure: McKinsey Global Survey results” [Khan & Sikes]"},"content":{"rendered":"

IT under pressure: McKinsey Global Survey results<\/strong><\/a> — from mckinsey.com by Naufal Khan and Johnson Sikes
\nRecognition of IT\u2019s strategic importance is growing, but so is dissatisfaction with its effectiveness, according to our eighth annual survey on business and technology strategy.<\/em><\/p>\n

Excerpts (emphasis DSC):<\/span><\/em><\/p>\n

More and more executives are acknowledging the strategic value of IT to their businesses beyond merely cutting costs.<\/strong> <\/span>But as they focus on and invest in the function\u2019s ability to enable productivity, business efficiency, and product and service innovation<\/span>,<\/strong> respondents are also homing in on the shortcomings many IT organizations suffer.<\/span> Among the most substantial challenges are demonstrating effective leadership and finding, developing, and retaining IT talent.<\/p>\n

These are among the key findings from our most recent survey on business technology, which asked executives from all functions about their companies\u2019 priorities for, spending on, and satisfaction with IT. Overall, respondents are more negative about IT performance than they were in 2012 and, notably, IT executives judge their own effectiveness more harshly than their business counterparts do. Compared with executives from the business side, they are more than twice as likely to suggest replacing IT management as the best remedy.<\/p>\n

 <\/p>\n

From DSC:<\/span><\/em>
\nIt seems to me that an organization or team can’t expect to extract significant value from someone or something that they haven’t cultivated.\u00a0<\/strong> That is, a sports team shouldn’t expect a player who has sat on the bench most of the year to come in and light the world on fire.\u00a0 That player needs actual time playing in the games\/matches\/meets\/etc. \u00a0 They need experience. They need practice in developing strategy as well as some experiments — to find out what’s working and what’s not.\u00a0<\/span><\/p>\n

IT organizations are key these days; and becoming more important in leading <\/strong>the organizations that they function in<\/em>.\u00a0 It is short-sighted not to develop IT employees in both technical and business-related skills. As our world is increasingly being impacted by technological advances (occurring at exponential — not linear — trajectories), those companies who have leadership<\/em> from the technical sides of the house should do quite well in the future.<\/span><\/p>\n

Key\u00a0 items to work on:<\/span><\/em><\/p>\n