2 Tips for Better IT Governance

IT governance is one of those terms that is bandied about but never clearly defined. What exactly does it mean — and who is actually involved in it?

At its essence, IT governance strives to ensure the strategic needs of the business are being met through IT department projects and technology investments. It ensures there is a clear connection between these IT endeavours and business aims and outlines precisely how they will be accomplished and measured and who the IT department project managers and owners are.

The IT department is not solely responsible for IT governance at an organisation. In Datacom’s experience, a governance body involving the IT department and business leaders enables better fulfilment of strategic IT that links technology projects with business outcomes. These IT governance tips will help get your IT department started on this path.

Don’t make IT governance a party or a burden

How many committees, departments and executives are you accountable to every month? Simply rounding up hoards of people in the business and the IT department, slapping on a “committee” label and then filling up your Outlook calendar with meeting requests for the next 12 months is likely to do more to limit IT governance than facilitate it.

The first order of business is to be selective in who you choose to participate in developing an IT governance strategy. Really, IT governance should be an arm of the executive board. Keep it small and simple and ensure only the key IT department and business leaders are involved in strategic decisions such as whether the business case for mobility outweighs the risks. That way, you’ll have involved only the individuals who truly care about strategic IT and business alignment. Then, only meet when necessary to discuss the performance of recently completed projects and the expected business outcomes of new ones. Micro-managing an IT governance board will only make it another “to-do” on someone’s list, resulting in apathy towards the initiative.

Separate IT governance and IT management

Technology research firm Forrester recently investigated the future of IT governance in a series of blog posts. One of the key tenets they came up with for effective IT governance, especially as more and more organisations incorporate mobility, cloud and social into their operations, is a separate approach to IT governance and IT management. This breaks out the strategic IT level from IT department operational processes, lessening the chance the IT department will have to say “no” to requests for new technology solutions. IT governance will be more concerned with performance and value instead of the tasks needed to execute on a project or investment. It will, however, be tasked with asking the right questions and requesting relevant information to ensure strategic IT business goals are being met and risk is being mitigated.

What are your tips for facilitating solid IT governance in your IT department and the rest of the business?

Getting Cloud Providers and Cloud Buyers to Speak the Same Language

The Everest Group and Cloud Connect have just revealed the results of their global enterprise cloud adoption survey. The survey honed in on the perspective of cloud buyers but also involved the insights of providers of cloud services and cloud advisors.

It’s clear from the survey that there is a disconnect between what organisations want in the cloud and what providers think they want. Both groups also place emphasis on different areas when it comes to the perceived challenges of incorporating cloud into the enterprise IT environment. How can these two groups get on the same page?

Flexibility or lower IT prices? 

Organisations are choosing the cloud mainly for its flexibility and the reduced time to provision it offers, according to the survey. Cloud providers, however, think businesses are buying up their services to curb IT costs.

Does this disagreement matter if an organisation can achieve all of these cloud benefits in the end? Absolutely. Organisations seriously considering the cloud are hopefully past the point of wanting it to solve all their problems. They’ve made a business case and identified how the cloud fits in with the IT-business strategy. While reducing TCO is paramount to a lot of organisations right now, there’s more to what the cloud offers a business — namely innovation, allowing IT resources to be more strategic and being able to quickly deliver business-critical applications.

Instead of running the risk of having their needs misunderstood, organisations should choose a cloud provider that will do an audit of their IT environment and ask questions about their business strategy. Cloud has too many options — SaaS, IaaS, PaaS, private, public, hybrid — to be approached from a single vantage point.

Finding the common ground in cloud challenges

Another area where cloud providers and buyers differ is in ascertaining the chief barriers to enterprise cloud adoption. Here, the two camps are clearly at odds: cloud buyers think IT management will gladly oversee cloud services while providers think management is actually unwilling to take ownership.

Like many other IT solutions, the cloud performs well if it’s managed well. While it can take many burdens off IT’s shoulders, it’s not a solution that runs itself. Organisations need to be honest with themselves about their capacity to manage cloud and go with a managed service if it makes sense for their business. If you leave infrastructure management to the professionals, for instance, you not only reduce your IT department’s management tasks, but free them up for more innovative, strategic IT undertakings such as creating new applications and tools.

Do you think your organisation is ready for cloud? Read our cloud buying checklist to begin understanding your needs and options.

Datacom Brings IT Flexibility and Scale to Presbyterian Aged Care

The ability to tap into IT resources on demand, such as instantly having extra staff in the IT department to help with server support,– what organisation wouldn’t want that?

Sydney-based Presbyterian Aged Care (PAC) wanted this type of strategic IT flexibility. A provider of high-quality care and accommodation for individuals over age 70, PAC approached Datacom for IT support services to accommodate their constantly changing technology needs. The organisation wanted access to IT resources at any time without having to staff them in their NSW and ACT locations. They also wanted to fill the gaps in professional IT skills and capabilities that some of their full-time staff were lacking without having to skill up those employees. Datacom’s solution was to give them outsourced IT help that already had the knowledge to fulfil PAC’s technology and business goals.

All the bases covered

PAC wanted improvements in four areas: IT flexibility in supporting business goals; responsiveness in daily operations; a combination of in-house and specialist IT skills without recruiting or training more staff; and scheduling and delivering IT projects while managing daily support.

It was a lot of ground to cover. Fortunately, Datacom was able to tailor a solution for PAC through its In-house Plus Support Services team.

A crew of experienced, vendor-certified personnel, the services team gave PAC the broad-ranging skills and expertise it needed. To strike the balance between strategy and “lights-on” operations, Datacom offered both onsite and remote IT help at several PAC locations in NSW and ACT. The services team covered troubleshooting tasks, including dedicated network, server and backup/restore support, and filled in for PAC staff on leave or out sick.

With the behind-the-scenes operations sorted, PAC was able to work with Datacom to refocus on its strategic IT initiatives through ongoing systems audits, system health checks and reports and continuous improvement projects. And perhaps the best part: PAC was able to take advantage of a flexible pricing model that enabled them to better manage and get more out of their IT budget.

Evolving together

The end result of the PAC-Datacom partnership was a well-rounded, more strategic IT department. There’s now a dynamic, on-demand nature to PAC’s IT environment, enabling staff resources and knowledge to be allocated appropriately.

A large part of the success, according to PAC, was Datacom’s passionate, partner-focused approach to the project, plus its local support in both NSW and ACT. PAC appreciated that Datacom took the time to understand their business, their goals and how they operate. Every step of the support service solution was planned with PAC’s short-term and long-term objectives in mind.

PAC couldn’t be more pleased with the service they received through the In-house Plus Support Services team, says Eamonn Ryan, Information Technology Services Manager, Presbyterian Aged Care.

“The entire Datacom team is impeccably qualified, highly professional and provides very flexible support,” he says. “Datacom’s team has worked seamlessly as part of our in-house IT capability, developing strong relationships built on a high level of dedication and a commitment to providing a quality service.”

Why It’s Easier Than Ever for Australian CIOs to Be More Strategic

By Peter Wilson

In the early days of Australian IT, CIOs who wanted to deliver strategic value to their organisations came up against a brick wall. IT had a very specific function in those days and it was mostly operational, not strategic, in nature.

Today, it’s easier than ever for CIOs to achieve results that drastically transform their companies for the better. Here are the top three reasons CIOs are able to add more strategic value in 2012 than their predecessors could.

1. Greater expectations and increased CIO empowerment

It wasn’t too long ago that many companies didn’t even have a CIO. The Management Information Systems department often reported directly to the CFO, a talented financial executive who, unfortunately, didn’t have the foggiest idea as to how computers might be used to build competitive advantage. Today, the CIO is treated with respect and often attends board meetings. The executive suite and the board have, more often than not, grown up with computers and understand their potential. Plus, they’ve seen companies thrive through smart use of IT, and they are willing to vest CIOs with the authority and the resources to deliver strategic value. This fundamental shift in perspective from “IT as necessary evil” to “IT as growth enabler” makes it much easier for today’s CIOs to define a strategic vision and chase after it.

2. Agile development processes and off-the-shelf software

Ages ago, CIO responsibilities were largely curtailed to keeping existing systems running. Even when ground was broken on new IT initiatives, custom software projects often took years to implement. By the time the software was done, the business had changed and the software was often no longer aligned with the strategic objectives of the business. Today, software projects can be defined and delivered at a fraction of the price, as well as order of magnitudes faster, than in prior decades. Agile development methodologies, outsourced development and robust, off-the-shelf software solutions that can be used as a starting point have made it much easier to create a strategic solution that drives positive business results. “It can’t be done by then” is no longer part of the CIO’s lexicon, and the ability to get great things done quickly makes it possible to deliver on the promise of IT’s strategic potential.

3. A seismic shift in human-computer interaction paradigms

It’s hard to build something strategic in a static environment, but when the world is changing at a rapid pace, opportunities abound to create strategic IT assets and use IT to drive enhanced revenues, profitability and competitive differentiation. With the Internet still presenting incredible opportunities for strategic IT initiatives, and social, mobile and cloud convergence transforming the way business is done, a CIO that can’t find strategic IT projects to be done might well be accused of IT malpractice. Couple those changes with rapid globalisation and evolved approaches to supply chain management and customer service, and, make no mistake, there is plenty of opportunity for CIOs to build strategic valuefor their employers.

Switching gears: transitioning from tactical mode into strategy mode

Are you strategic enough in your approach to IT? We’ve helped our clients seize the opportunity to conceptualise andimplement visionary IT projects. Seismic changes in technology and its role in everyday life have created opportunities for even the most tactical CIO to transform the IT department into an organisational superpower that strategically enables business success.

The key takeaway here is that CIOs have no good excuse not to deliver strategic value to their organisations. Australian IT is no longer just part of the value chain. For many forward-thinking companies, it is the value chain.

Peter Wilson is Datacom’s CEO of Systems for Australia and Asia. He helps ensure Datacom offers and fulfils technology solutions globally.

Peter strives to drive the success of the business across locations by strategically directing Datacom’s future. His vision ensures every Datacom location is equipped with the world-class knowledge and capabilities necessary to help enterprises transform their IT department.

Why Bring Your Own Device Needs the IT Department

By Lauren Fritsky

A recent CIO article asks readers if the Bring Your Own Device trend has made the IT department redundant or if it might have this impact down the line. The author makes the case that Bring Your Own Device might siphon control away from the IT department and keep it tightly clenched in users’ hands. End users can’t just walk into work and start accessing corporate applications on a whim, however. IT is still as relevant, if not more so, in this BYOD world for a few key reasons.

IT understands why users want to bring their devices to work

The CIO article makes the claim that BYOD has taken off because internal hardware and support aren’t good enough at many organisations. This could be true in some cases, but the overwhelming sentiment seems to point to users wanting a more streamlined experience that mimics their personal computing environment. Users have fallen in love with their devices, not just what these devices can do. Bring Your Own Device likely springs more from the desire to incorporate a beloved possession into one’s work environment than a perceived failure on the IT department.

IT manages compliance with company policy

Bring Your Own Device isn’t a free-for-all. Any organisation considering BYOD will likely require employees to review and sign a user device policy, something Datacom recommends when working with companies implementing this programme. This agreement will typically outline which devices employees can bring in, which applications they can access and which employees can access them.

IT links the device to the company system

Employees can’t bring a smartphone or tablet in and instantly access all their work applications. They need IT to hook up personal devices to the network and identify specific support needs for different devices.

IT oversees security and access to apps

The IT department is charged with issuing password protection, allowing and denying access to certain apps and decommissioning devices that are lost or stolen. It’s also their responsibility to keep track of new users to ensure proper user settings are in place and that corporate data is wiped if an employee is leaving the company.

IT elevates, not demotes, its position with BYOD

Rather than looking at Bring Your Own Device as decreasing the need for the department, a case can be made that this move enables more strategic IT. The department stays on the pulse of what users want and can assume a crucial role in creating policy for additional technology initiatives going forward.

What do you think: Has BYOD had a positive or negative impact on IT?

The 5 Attributes of a Great CIO

By Peter Wilson

Did you envision achieving greatness when you got into IT management? What has stopped you? If you want to be a great CIO– and I know most of you can be –, you’ll need to reprogram some of your previous thinking about the role of technology at your organisation and your role in using it to enable long-term business results. Here’s what separates the great CIOs from the average ones.

1. Builds relationships effectively

Many of us know our IQs, but what about how we measure up in emotional intelligence? You could have a smart, capable team, but if you don’t know how to lead, delegate and highlight the strengths of each person effectively, your department will fail. Relationship building starts here, at the team level, and extends to how you interact with leaders and stakeholders at your organisation. You could have superior technical prowess, but if you don’t know how to convey the importance of your strategic IT ideas to the greater business, what’s it worth? Knowing how to massage relationships with key leaders in the organisation is necessary for total financial and strategic buy-in.

2. Focuses on customers

At the same time a great CIO is forming strategic relationships with key people in the business, he’s focusing on how to use technology to benefit the external customers. About 20 per cent of a CIO’s time should be devoted to speaking with business units and customers. Face time with customers lets CIOs discover what’s working and what’s not, what the customers want and what they hate; this can lead to new commercial opportunities and help you stay on top of the competition. A great CIO will always have the customer in mind when focusing on the end result of a strategic IT project, whether that involves boosting productivity, satisfaction or experience.

3. Resists the hype

Great CIOs develop a set precedent for how IT projects are prioritised instead of being persuaded into implementing a technology because one of the business leaders thinks it’s a good idea. They fact-check the problems before working on an obvious solution: how is x leading to y, what are the actual consequences of y, are there multiple ways to approach it? The great CIO conducts an assessment of each IT management decision, including its benefits and alignment with strategic goals, to understand how each technology solution fits specifically into his business. Instead of following the herd, he keeps the right technical hands on deck and in his partner relationships so he can draw upon a continual source of wise advice.

4. Says it right

Clear communication skills are crucial for any great leader regardless of industry, but for the CIO it’s even more vital. Great CIOs can translate the complexity of a business problem and the way technology can solve it in a way the rest of the business not only understands, but can explain to others. This isn’t about dumbing down information; it’s about clearly communicating the business impact in a way that actually gets the rest of the organisation on board and wanting to take action.

5. Fits everything together seamlessly

The ability to instinctually know when to use leverage in the business separates the great CIOs from the good ones. Approaching strategic IT decisions in this way transforms technology from a solution into a tailored opportunity that enhances the business model’s performance. In some situations, this might involve using technology indirectly or not using it at all. These specific, carefully-timed moves will improve speed, agility and performance and look seamless to the end user or customer.

Peter Wilson is Datacom’s Managing Director of Systems for Australia and Asia. He helps ensure Datacom offers and fulfils technology solutions globally.

Peter strives to drive the success of the business across locations by strategically directing Datacom’s future. His vision ensures every Datacom location is equipped with the world-class knowledge and capabilities necessary to help enterprises transform their IT department.

Visioning a Stronger, More Strategic IT Department

By Peter Wilson

Are you ready for a seat at your organisation’s table, where you knock elbows with key executives and deliver a better enterprise IT strategy? If you’ve been imagining this vision for IT, I’m here to tell it’s possible. It just takes making yourself visible and continually engaging with the right people at your organisation to determine how your technology solutions can plug into the organisation’s overall plan to drive results.

Join them – because you can no longer beat them

The days of having more technical knowledge than everyone else in your company are over. The proliferation of personal mobile gadgets has made the workforce tech-savvier, to the point where employees are the ones lobbying for certain technologies so they can work the way they want, when they want.

You can no longer dig your heels into the ground – the only way to evolve is to embrace working with this more knowledgeable workforce. This evolution is a good thing; it allows you to become more strategic by road mapping programmes such as Bring Your Own Device. You will still be involved in the technical aspects of provisioning these devices, but you will also help lay out an overall blueprint for mobile solutions going forward.

Look past the short-term

Does your current IT management plan focus on keeping the lights on or does it align with the growth strategy of the business? Building a stronger IT department necessitates moving towards long-term business goals while balancing risk and C-level expectations. Research shows the most successful IT departments specialise in process management and qualitative skills, and focus on business results.

Imagine how strategic IT management goals can match up with overall enterprise goals so you can begin delivering on business outcomes. Assertively supply your input into the total business strategy and plan technology solutions where needed. Don’t forget that overall business performance measures and capital budgets should be aligned as well, in addition to risk management strategies.

Big-note yourself

The sad fact of Australia enterprise IT is that often the end-user doesn’t notice the material change or the value of the solution you’ve provided. It’s become your job to educate not only customers but the C-levels in your company and the marketing department so they can spread the word about what’s going on behind the scenes in the IT department. Demonstrate the value of these achievements beyond a revenue perspective; you may have provided a solution that allows a customer to do something in a tenth of a second, for instance, but if revenue has dropped, no one is listening. Show how improving system speed and usability will lead to improved productivity and, therefore, more revenue.

Show your face

In step with increasing the visibility of your hard work, another way to become a stronger asset to your company is by building relationships. Increasing communication and assertively pursuing sponsorship from executives and stakeholders will take you out of the back-office mindset and into a more dynamic discussion with your company. This extends to customers as well – you should find out what they want and need so you can begin building these aims into the business-IT strategy.

If you are not having customer meetings at the coalface, how do you truly understand the support you need to provide the business?

Be flexible

Transitions take time. As you make the move to become a more strategic asset to your company, be open to suggestions. Perspectives will likely change as the business-IT strategy unfolds. You will have continual meetings with the CEO, business unit heads and customers to solidify the most important objectives. Remaining open to this process will help uncover which business-IT goals are truly achievable and what it will take to execute them.

Are you ready to take your seat as a strategic business partner whose contributions are crucial to the business achieving its aims? Start the conversation with the key players now to turn your stronger, more strategic IT vision into a reality.

Peter Wilson is Datacom’s Managing Director of Systems for Australia and Asia. He helps ensure Datacom offers and fulfils technology solutions globally.

Peter strives to drive the success of the business across locations by strategically directing Datacom’s future. His vision ensures every Datacom location is equipped with the world-class knowledge and capabilities necessary to help enterprises transform their IT department.

Have You Considered Application Lifecycle Management?

By Lauren Fritsky

As Peter Wilson, Datacom’s Managing Director of Systems for Australia and Asia, mentioned in a recent blog post, building customer-facing software applications that clearly drive revenue is a way to enable more strategic IT. In an increasingly complex IT atmosphere in which collaboration across teams and clients is more prevalent, this can be easier said than done. One way enterprises can better monitor all phases of application development across locations is through application lifecycle management (ALM).

What Application Lifecycle Management Is

Application lifecycle management typically involves all the tasks involved in the development through to delivery of custom software applications. This includes workflow, data sharing, measurement and reporting across tools and processes. ALM can be especially helpful when it involves more than one delivery platform or pool of resources, such as when development teams are scattered across the country or the world. A mapped-out process gives better visibility around fragmented parts of the application development schedule that straddle various projects, but need to synch up at certain points to address multi-enterprise needs.

Datacom has its own application development team that can help create and manage software for the enterprise, integrate business applications and extend enterprise apps to mobile devices. We have experience building and operating customer-facing, revenue-generating software, including industry-targeted bespoke applications for the web and mobile.

Where Application Lifecycle Management Helps

Having a streamlined workflow process for developing software applications means the enterprise can track each phase and note which employee completed which task or edited a part of the application. If development teams are located in multiple locations, this reduces the risk of overlapping processes or having to rework part of the application, an inevitable cost savings for the business; bridging global teams also enables better collaboration. In addition, ALM helps the business better control the speed of delivery, as it can account for setbacks or delays in each phase of the development process.

How Application Lifecycle Management is Changing

A recent Ovum report is quick to point out that the latest application lifecycle management solutions do more than just track software application development from birth to delivery. These newer ALM offerings monitor application performance, security and the gap between development and operations and are increasingly becoming available through Software as a Service (SaaS) and cloud platform delivery methods.

Another key area of rapid evolvement is mobile software development, particularly as Bring Your Own Device increases the use of smartphones and tablets in the workplace. Mobile device application development and enabling enterprise applications on mobile devices may require a different set of ALM tools that addresses the end user’s separate experience and behaviour on such devices. The latest ALM solutions can offer software development, device integration and field service support for enterprises that want to take their applications into the mobile realm.

Datacom relies on proven software development methodologies to manage the challenges around creating bespoke applications that range in maturity, delivery method and project schedules. Our team will conduct a readiness assessment to determine your business needs, use a multi-phase approach to ensure customer satisfaction and employ an agile, collaborative process to support change throughout the development lifecycle. We can also help deploy applications to tablets or laptops or deliver mobile apps to a mobile browser.

Are Australian CIOs Underachievers?

By Peter Wilson

On average, Australian CIOs aren’t nearly as strategic as they would like to be or could be. Having spent countless hours advising CIOs across the country, I regret to report that the IT function at too many of our enterprises adds little strategic value and has been reduced in large part to a keeps-the-lights-on, back-office role.

This is an alarming finding. When IT is relegated to mundane tasks – like report generation, legacy application maintenance, keeping the corporate web site up and making sure that office PCs stay virus-free –, there is an enormous opportunity cost to the organisation and to the country. Don’t get me wrong – these functions are necessary to keep enterprise IT going. But CIOs can do so much more. They can be brilliant visionaries for the company, steering it through gale-force business changes. To grow a strategic IT department, however, they need support.

In the modern era, more than ever, IT innovation represents opportunity and threat simultaneously. If your competitor uses IT better than you, it can put you out of business. If, on the other hand, your organisation taps into the strategic power of enterprise IT to build competitive advantage, then IT can be the hero that singlehandedly delivers on many important business goals.

Which category does your IT organisation fall into – tactically-oriented resources or valued strategic partner to the CEO and other business executive leaders? For CIOs, answering these simple questions should allow you to self-diagnose the nature of your contribution:

  • Are you involved in executive new business planning sessions? If the CIO isn’t given a seat at the table with other C-level executives at business strategy sessions, odds are that IT is not viewed as a strategic contributor to business growth.
  • Is the annual IT plan driven by the organisation’s articulated business strategies? If IT priorities and work plans are not directly correlated to strategic business objectives, it’s a signal that IT has become little more than a support function.
  • Has IT ever created a revenue-generating product? In organisations where business and technology goals are closely aligned, it’s common for IT to build customer-facing applications that serve as revenue-generating profit centres and lead cost-cutting supply chain improvements. If doing that isn’t on your radar, chances are you’ve given up on being a strategic partner to your corporate executives.
  • Are business units bypassing IT to get things done? Right or wrong, business unit personnel often believe that “if we give this to IT, it will never get done.” If business unit leaders don’t tap into your advice and talents, and choose instead to work around you, this is a clear indicator that your IT organisation is no longer strategic. For example, are you leading the push towards business-as-a-service models that the marketing department can consume through new channels?
  • How often do you talk to customers and your business unit heads? By my estimates, a CIO should spend at least 30 per cent of his or her time meeting with business units and with customers. If all of your time is spent internally within the firewall of the IT department, you are deprived of the inputs that can enable strategic IT innovation and you will not have the relationship capital that is necessary to do great things in IT management.

The trap of becoming an operational resource is an easy one to fall into. I have seen CIOs who have all the makings of greatness fail to achieve their strategic potential as they are not able to navigate the relentless day-to-day grind of operational issues and come up for air.

Few excuses are legitimate, including, “The business units want too much from us – we can’t possibly deliver that quickly.” Or, “We don’t have the budget to deliver innovative IT applications.” These are merely rationalisations of a defeated CIO who has lost the energy to turn things around.

In my work with CIOs, I find it’s relatively easy to turn things around provided the CIO has the will. In working with CIOs, Datacom will first assess IT capabilities and ensure that basic IT management discipline and infrastructure are in place. We will ask questions such as:

  • Is there a business case template for IT initiatives that includes a business analysis of each IT investment, defining how it supports organisational goals, life-cycle costs, benefits, risks and expected ROI?
  • Are the right skills available from internal staff and external partners?
  • Are there metrics that track IT’s contribution to business results?
  • Is there a system for prioritising IT projects using a defined set of objective, weighted criteria, or does the loudest voice dominate the landscape?

Having identified some areas for improvement and having shored up critical weakness, we then work with CIOs to define a desired future state for enterprise IT management. What will a more strategic IT organisation look like? This exercise involves meetings with the CIO, business unit heads, the CEO and even customers. The key output is a tactical roadmap that explains in detail how to deliver on IT’s strategic promise.

Finally, we look for quick wins. Early strategic wins must solve an acute business problem or immediately lead to increased sales. For CIOs, having priorities out of order can be fatal. A failure to be strategic endangers not only their organisations but also their personal career prospects, as Australian CIOs need to undertake an extreme makeover of their IT departments now…before it is too late.

Peter Wilson is Datacom’s Managing Director of Systems for Australia and Asia. He helps ensure Datacom offers and fulfils technology solutions globally.

Peter strives to drive the success of the business across locations by strategically directing Datacom’s future. His vision ensures every Datacom location is equipped with the world-class knowledge and capabilities necessary to help enterprises transform their IT department.