What Should A Business-Driven CIO Do?

What Should A Business-Driven CIO Do?
What Should A Business-Driven CIO Do?

Author – Amar Nadig @bigdatabrat is an Enterprise Architect at Informatica.

What happens to a business that is overwhelmed by change? Will it adapt – or fail to adapt – to the future? Alvin Toffler coined the term “future shock” to describe the shattering stress and disorientation that we induce in individuals by subjecting them to too much change in too short a time.

Fascinated by this concept, I spent the past several months reading countless articles and papers on change, coping behavior, and the future of technology. I came away with two disturbing convictions.

First, it is clear that change is imminent.

Second, I was appalled by how little is actually known about adaptively.

CIOs are puzzled by the seemingly irrational resistance to change exhibited by individuals and groups. On the other hand, there are some who crave change, doing all they can in their power to create it.

William Ogburn, in his theory of “cultural lag” points out that stresses arise out of uneven rates of change in different sectors of society.

Question – How does a CIO adapt his organization while balancing between rates of change in different departments?

Identify and define enterprise capabilities

Adopt a robust Metamodel for the Business View Models of the Enterprise

Implement business driven architecture

I have spent several years struggling with TOGAF®. I had penned a blog “Is it Enterprise Architecture or Wall Art?” to express how I felt – what they called the “framework” was really a “taxonomy” with weak reference models – it didn’t encourage business and IT liaison.

Question – How does a CIO prepare to react to changing and unpredictable market and economic conditions, new product opportunities, new channel opportunities, collaborating, merger and acquisition opportunities, systems and technology opportunities?

Recently, I came across a framework in a true sense: the BOST™ Framework. The service-based orientation applied throughout the BOST Framework is the basis for creating enterprise agility. A majority of the required services are preplanned and managed as modular capabilities. These capabilities can then be assessed based on services provided and service delivery performance. New or changing requirements or shifts in demand are traceable to the affected capabilities.

BOSTThe Business View caters to the strategists and planners involved in assessing market opportunities, expanding product portfolios, and leveraging partnering opportunities.

The Operational View describes the essential functions of the enterprise and is used to design effective business processes and well-defined organizational accountabilities.

The Systems View defines how information management applications are linked to automate business process workflow and transaction management.

The Technology View contains the architecture models that are used to design the underlying information technology infrastructure, including user devices that access these applications, the computers that run the applications, and the networks that connect it all together.

The result is a closer alignment of the business and IT organizations. The CIO can now rest easy as he has prepared his organization for “future shock” because the business plans are linked directly to the underlying technical implementation.

The BOST™ Framework is owned and sold by Informatica Corp.