The 2020 Enterprise in the Digital Age...
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There aremany consequences for the IS function, involving the diversity
of services to deliver, management principles, and sourcing methods
for each speed. Additionally, the CIO needs to facilitate the mobility of
employees between these different worlds.
If vagueness and ambiguity spread within a company, how can it
ensure continuity of service? The impact on expertise is high in this
case as many different factors, which depend on the involved parties,
need to be managed simultaneously: vagueness and ambiguity vs. the
ordered and well-defined (responsibility concerning security, reliability,
business continuity…).
Building open architectures and strategic
partnerships with suppliers
It is important for IT departments to have structures suited to the
digital tools used in the company and built on a cross-disciplinary base.
They also need to determine the restructuring priorities in order to
meet demands.
The digital transformation of companies also requires the opening of IT
to a third-party ecosystem, which implies new roles for the IS function,
and new more business-orientated missions. This calls for change
management, as the IT team’s expertise needs to evolve. The GAFA
companies could become close partners (when they are not direct
rivals), the role of old supplier partners is evolving, and relations with
start-ups are becoming stronger.
