This illustrates the Normal view of how many view an
People who work in “The
Business” see their domain as the most important, and “IT” as a separate entity
which supports “The Business” and is often shown/thought of as underneath “The
Business” and therefore viewed as, in some way, subservient. Yes, IT only
exists to support “The Business”, but in the 21st Century this Business myopic view is flawed as IT is an integral
part of “The Business”.
People who work in IT see
their domain as the most important, and “The Business” as everything else that
is not IT. Yes, IT is a major part of “The Business”, but in the 21st
Century this IT myopic view is flawed as “The Business”
is an integral part of IT.
This illustrates the Pragmatic view of how People
(especially those that Direct Enterprises) should view their Enterprise. This
new way of looking at the fundamental structure of an Enterprise is a Paradigm
shift. Instead of looking at the Enterprise from the point of view of its major
parts, we look at the enterprise from the point of view of wholes that are made
up of parts. What is of strategic importance are these wholes, the end-to-end
effectiveness, efficiency, agility and sustainability of these wholes -
Direction, Operation, Transformation and Support.
A little history (Yes, there will be exceptions to what is
detailed below, but we are talking of the general pattern of what happened over
In the beginning IT did not exist and therefore was not
represented in Enterprises at all, but eventually IT came into being and
Enterprises started to see the value in using it.
Over time, as IT grew, it logically got to a point where the
Enterprise required an IT department to handle it, and hence IT departments
were born. These IT departments were essentially bolted onto the side of
whatever currently existed in the Enterprise.
At first no one on the board knew what to do with this
growing IT department or who should oversee it, and so the IT department was
often placed under other “support” areas such as HR or Finance.
As the IT department (and IT complexity) grew, it became
clear that the HR or Finance Director did not have the knowledge to manage it
effectively and hence the birth of the IT Director / CTO / CIO type roles.
Initially, although “on the Board”, the people appointed to these roles were
often not seen as “proper” Directors most of the time, and instead were
tolerated, more as a necessary evil.
As time moved on, and with the ever increasing use (and
complexity) of IT, these roles gained prominence and understanding, and were
made and accepted to be proper board level positions. However, these IT
departments are still largely a chunk bolted onto the side of the Enterprise -
as they were when IT first came to be used.
This is the generally state of play today.
So, we are not saying that Enterprises were wrong to think
and organise themselves as in plate A. That was a reasonable way of thinking
and organising themselves in the past. In fact it was the rational, reasonable
and logical way of thinking and organising themselves.
But we have moved from a world where IT didn’t exist and was
optional, to a world where IT is pervasive and mandatory.
So, this is no longer an IT thing, this is a Transformation
thing… We need a paradigm shift from thinking in terms of “The Business” and
IT, to thinking in terms of Direction, Operation, Transformation and Support.