3. Don't be side-tracked by the latest commodity device
Generational change has created new attitudes to commodity devices, as the appetite for change grows relentlessly. There is little value in trying to hold back the tide. Indeed it is far better for IT to be seen as a leader of change than as an obstacle to be bypassed. Today's devices provide a glimpse of much bigger disruptive changes still to come. Successful organisations are focusing on tactical strategies to deal with the latest commodity devices. They are then exploiting this opportunity to open up a much bigger strategic conversation about industry trends. For example, this means developing a tactical solution for today's iPad requirements, while opening up a much more strategic discussion about Mobility and BYOD.
4. Business Requirements are contestable - Business Outcomes are not
This may be the most difficult discussion a CIO can have with their business manager colleagues, but it is a necessary one. In the past, the Business Analysis process commenced more or less with a blank sheet of paper. Within architectural boundaries, all things were possible, as long as the business would pay for the privilege. However, this has created ongoing legacy overheads, and difficulties in adapting to changing business needs. Future project discussions are likely to be driven by a preference for common and packaged solutions. This means that if a packaged solution can deliver 80 percent of the required functionality, then how much additional cost, risk and potential delays will the enterprise be prepared to pay for the additional 20 percent?
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