I stumbled across some interesting coverage of the Gartner Symposium/ITxpo that occurred in May that I thought worth relating. It was part of some coverage of a session by Gartner VP Mark McDonald entitled "Delivering IT's Contribution: The 2005 CIO Agenda."
According to the coverage in the eWeek article, MacDonald indicated that because IT budgets are growing again, CIOs are going to have focus on delivering the most innovative services that contribute to robust corporate business growth. This builds on the point I was trying to make in the last post...eliminating friction, adding value.
And yet in an environment where IT budgets are expected to grow only 2.5 to 3 percent this year, it is the companies which are expecting to grow faster than the market -- and hence, are willing to increase their IT spending even faster than operating budgets -- that will be best positioned to distinguish themselves in their respective industries. The end verdict being this: Let IT become an "active contributor" to your business success, rather than just a service or cost center.
One way to get started on such an endeavor is to step back and build what we call a "component map" of your business...a sort of x-ray that helps you understand which parts of your business are differentiating, where resources are being consumed, and how your business and IT strategies are currently aligned.
Our Business Consulting Services group has developed what they call the Component Business Modeling service, a methodical approach to helping our customers get a molecular view of their overall business in order to help them identify the sweet spots for such an optimization. I'm curious if any of you all have conducted such an analysis to better understand the differentiated (versus "commoditized") areas of your business, and if so, what steps you took to optimize that differentiation?