No longer just another buzzword, bi-modal IT is soon becoming a necessary organizational setup in most companies, especially the ones which find it difficult to go completely digital. Read on to know what CIO.com (http://bit.ly/1Rz1Jti) wants you to know about this system.
In the bi-modal IT system, one team takes care of the traditional business model and ensures efficiency, accuracy and safety while another is tasked with innovation and projects which emphasize agility in the company.
Your company will embrace bi-modal IT and soon:
According to Peter Sondergaard, senior VP at Gartner and global head of research, 75 percent of IT organizations will turn bi-modal by 2017. While CIOs might be unable to turn their IT departments into digital startups, becoming a bi-modal IT organization will make the company faster and more agile.
Bi-modal IT is more likely to be set up in larger companies:
Arjun Sethi, who leads the strategic IT Practice for the Americas at A.T. Kearney, said that he is witnessing an increasing trend of duality in larger organizations.
How IT is funded while going bi-modal:
The split is driven by the decentralization of IT with more strategic applications being owned by the business units and moving away from central IT. While funding for innovation comes from the central IT department, innovation is funded by business units.
Bi-modal system is not really new:
“There has always been the IT staff that works on the keep-it-running side of the business. When you’re looking at things like desktop support, data center monitoring, application maintenance – those kinds of things have been around for a long time,” said Greg Davidson, consultant at AlixPartners.
Bi-modal IT and outsourcing can coexist:
While most CIOs keep high-value skills in-house like high-level architecture, they are turning to third-party workers to handle a lot of the operational tasks such as low-level programming, says Sethi. With the implementation of bi-modal IT, CIOs can move to outsourcing with a more standardized and more predictable stack and low customization.
You don’t have to have two separate teams:
Geiger’s CIO, Dale Denham, chooses to implement bi-modal IT without separating his IT team and mixes operations and innovations within one team. Denham’s help desk and networking staff, while focussing on operations, also support innovation.
Bi-modal doesn’t mean bifurcate:
Even in a bi-modal system, operations have to interact with innovation on several projects. For example, a data center worker might install a large server array for a new analytics program. This system, says Davidson, will help everyone stay updated on all projects.
Do two teams need more management?:
Moving to bi-modal without attentive communication can result in some workers feeling alienated, especially on the operations side. Quarterman advises extreme caution and identifying the correct skills and aptitude for the right team.
With bi-modal IT, you get a competitive edge:
With a decentralized IT department and formal bifurcation, a company can drive innovation out of TI and push it towards business which will drive a much closer connection between technology and led to competitive edge.
Bi-modal has both good and bad implications:
With two differently paced IT teams in one organization, several professionals are finding themselves in one or the other path. Once on a specific side, IT workers develop specialization in certain areas. While operational professionals can move onto senior technical roles, the innovators can become CIOs.