Yes, agile and not Agile. Agile software development is often a term of methods and practices that were founded on the Agile Manifesto. These techniques are beneficial for companies and evolve through the collaboration of various cross-functional teams, incorporating old and new ways of developing the company and smart ways to craft, confirm and convey codes. Agile is not one way of doing things and it is not a silver bullet. Companies should start with nothing and only add techniques that work for them and ignore everything else.
Most companies rely on Bimodal IT and while this can have short-term benefits, in the long term it can often jeopardize the company. While some proponents claim that Bimodal IT is a superb way to get innovation and stability in the company, it is more likely than not to kill the company. In the IT world, groups more focused on being Lean and agile do not have the time or energy to concentrate on basic tasks while being safe and reliable in addition to being innovative. Here, proponents claim that bimodal IT is the key to success; however, this might be more of a false promise of this model.
Bimodal IT does a number of things that are destructive for a company that is trying to move in the forward direction. The worst, it gives executives the misleading comfort that the background systems are left safely without them. A large number of IT infrastructures are hence left without the supervision of the business brackets and customers.
There are other drawbacks of Bimodal IT model; firstly it can have a momentous impact on the entire enterprise. It makes IT too sluggish, while the customer needs and expectations are evolving at a much faster pace. The swifter you are in fulfilling these needs the more clients you win over. When a substantial portion of IT is stagnant as is the case with Bimodal IT, it can drag the entire operation down. The customers will ultimately choose the most evolving choice and hence a company can suffer drastically if the competition equips itself with the competitive edge.
The other drawback has to do with the IT operation as a side focused operation, which basically entails that a large portion of the company does not focus on the customers. The companies who have IT models that are working all over in every department can easily focus on the clients and hence have more of a competitive advantage over companies that have Bimodal IT as a plan.
IT should be seen as more of a competitive advantage by companies. Agile, calculated risk takers and experimental companies succeed better in the market environment, where the role of IT is to provide the tools to be different than the competition and do things in a more innovative way, hence it is important not endanger your company with a subpar IT infrastructure.
Dexterous organizations are using lean-based technology methods to design smarter while using minimum requirements. Companies that are still lingering on bimodal IT are involved in a practice that will soon dry out and won’t be successful in the long haul. Whether CIOs make the move from bimodal on a cerebral level themselves or from its consistent failure, only time will tell, however, this change is happening. Senior management is now focusing on the incoming change.
Becoming Lean & agile is a way of thinking and it cannot happen overnight. Companies should encourage plans that involve IT in every department, keeps client needs a priority and are sustainable in the long run. IT must become a competitive advantage, not just a cost-center. For more information visit STATEMENT.
I’m Dedrick Boyd, a polyglot developer, entrepreneur, and small business owner deeply interested in turning the page on IT being outsourced, disrupting the thought of IT as a cost-center, and disrupting the IT staff augmentation industry.