Businesses Must Evolve to Meet the 'Need for Speed'

By Lee Congdon, CIO, Red Hat
Sunday, September 6, 2015
By Lee Congdon, CIO, Red Hat
Founded in 1993, Red Hat ((NYSE: RHT)) is the world's leading provider of open source solutions. The company helps more than 90 percent of Fortune 500 companies solve business challenges, align their IT and business strategies, and prepare for the future of technology. The company has a current market cap of $13.40 billion.

For business, there's a need for speed that we've not seen before. It's no longer acceptable to use budget constraints as an excuse to not deliver solutions or services in a timely manner. In today's cloud/virtualization/as-a-service world, the business that slows down for any reason is one that will ultimately fail – which is why organizations need to let go of business models that are holding them back in favor of more agile strategies. Traditionally, vendors built customized solutions based on the unique needs of a single customer. This approach would often take years to complete. By the time the solution was built, there were better, more streamlined technologies available.

This problem is known among developers and IT teams as "scope creep" – and it perfectly exemplifies how not to deliver solutions in 2015, as the results of a recent study on IT innovation conducted by my company, Red Hat, and Harvard Business Review show. That survey found a direct correlation between "Innovation Accelerators" – companies pursuing IT-enabled business innovation as a core strategy - and revenue generation. These are the organizations that are changing their approaches to people and processes in order to succeed. And they're starting with IT.

IT's Changing Role

IT has become a service organization that caters to business objectives. IT professionals have gone from making sure the network is up and running to having a seat at the decision-making table. No longer order-takers, they are now strategic visionaries. This may seem like it happened overnight, but the truth is that many IT managers fortunate enough to work in mature organizations have been in this enviable position for a while. They don't work with business partners to select a portfolio and implement solutions over time. Instead, they bring their own proposals and ideas to the forefront. They deliver products and production reliably and quickly, and have built a foundation of trust with senior managers and others outside of IT. Most importantly, they're driving revenue for the business by helping the organization achieve an unprecedented combination of quality and innovation.

Share on Twitter
Share on LinkedIn
Share on facebook