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IT or IS department of a business or organization exists to serve and…
IT or IS department of a business or organization exists to serve and support the larger organization in achieving its goals
Key Problems
- Lack of Communication and Understanding: The IT department is not well-connected with other departments and is unaware of their strategic priorities and needs. This lack of communication leads to hindrance in achieving corporate goals.
How did it happen?
Lack of Cross-Functional Teams: The absence of cross-functional teams or collaborative projects can contribute to the development of silos. If IT is primarily focused on technical aspects while other departments are engaged in business operations, there might be little opportunity for them to learn from each other.
Resource Allocation and Prioritization: IT departments often have a broad range of responsibilities, from maintenance to innovation. If IT's resources are primarily focused on maintenance and firefighting, they might not have the capacity to engage proactively with other departments.
what is the cause
Limited Communication and Collaboration: If there's a lack of communication and collaboration between the IT department and other parts of the organization, it can lead to misunderstandings, misaligned expectations, and a disconnect between IT initiatives and the needs of other departments.
Lack of Customer-Centric Mindset: If the IT department doesn't prioritize understanding the needs of other departments as their "customers," they might not develop solutions that truly serve and support those departments in achieving their goals.
why does it exist?
The internal focus. The I.T department was focused on technical challenges, internal process so there was a disconnect between the I.T and the actual organization.
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what is the consequence
Poor collaboration. the disconnect between the I.T department and other departments can hinder collaboration.
- Orientation Process Inefficiencies: The existing employee orientation process involves paper documents, manual processes, and suboptimal technology. This leads to challenges in registering employees, managing session capacity, and ensuring a smooth orientation experience.
Relevant Facts
- Ryan becomes an IT business relationship manager at Cascade Sustainable Energy.
- He aims to improve the connection between IT and HR staff for the orientation process.
- Ryan interacts with Don Katz, who had conducted an options analysis for the orientation system.
- The analysis evaluates different solutions based on current systems and needs.
- Ryan recognizes areas where technology could enhance the orientation process.
- Concerns include paper documents, outdated information, and session organization.
- The existing technology disconnect between IT and HR's orientation staff is noted.
1.Ryan and Maggie decide to move forward with investigating vendor solutions through an RFP process
2.Ryan retrieves a spreadsheet detailing IT's options analysis and shares it with Maggie.
- Cascade Sustainable Energy is a market leader in renewable energy solutions.
- Their customer interaction involves cross-functional teamwork, addressing various needs and considerations.
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Stakeholders
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Timeline
Ryan, a new IT employee at Cascade Sustainable Energy, starts his first day and attends a two-day orientation session along with other new employees.
Ryan meets with his boss, Nick, to discuss his role as an IT business relationship manager. Nick explains the need for IT to understand other departments' priorities and mentions the possibility of implementing ITIL's Business Relationship Management process.
Ryan meets with Maggie Franklin, the Onboarding Manager in the HR department, to discuss improving the orientation process.
Ryan receives a copy of the "Orientation Options Analysis" spreadsheet from Don Katz, indicating the evaluation of different systems to improve the orientation process.
.: Ryan and Maggie discuss the analysis and conclude that the next ERP release-based solution seems the most promising, but it presents challenges and would take a significant amount of time to implement.
Ryan speaks with Don Katz again about the options analysis. Don dismisses the need for change, and Ryan learns that IT considers user training to be the solution to perceived system issues.
Ryan meets Maggie again to share the options analysis and discusses the vendor solutions Maggie has in mind. They agree to proceed with an RFP for vendor solutions.
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