02229nas a2200301   4500008004100000022001400041245006100055210006100116260004200177300001000219490000600229520132500235653002701560653003001587653002201617653002601639653002801665653001601693653002701709653002801736653002301764653001401787653002601801100002001827700002601847700001801873856003601891       2014                        eng d  a1927-032100aUsing a Capability Perspective to Sustain IT Improvement0 aUsing a Capability Perspective to Sustain IT Improvement  aOttawabTalent First Networkc06/2014  a28-390 v43 aA firm’s dependency on the information technology (IT) function is increasingly central to its ability to innovate. The IT function must balance this need for change with sustaining consistent, highly reliable operation of all existing services. A firm’s ability to rapidly change IT is impeded by its legacy portfolio of applications and infrastructure because changes need to be very carefully managed and understood in order to avoid unintended consequences leading to system failure and process breakdown. The change imperative for IT is urgent and often determines how IT is valued by the rest of the firm. 

Improving the IT function’s agility requires improvement in IT capabilities, which can be categorized into three broad classes: technology, process, and competency. This article identifies the critical success factors for creating sustainable change for each of these three capability classes. It draws on the practical experience of the authors and leverages appropriate standards that provide grounding for change within the IT function of the firm, along with the roles and tasks that will be involved in this change agency. The article is of primary benefit for IT executives seeking to sustain an ongoing, systematic transformation of the IT function to enable IT entrepreneurship and agility.10acapability improvement10acapability maturity model10achange management10acompetency capability10aenterprise architecture10aIT function10aorganizational culture10aorganizational learning10aprocess capability10ashadow IT10atechnology capability1 aRenaud, Paul, E1 aNarkier, Sheppard, D.1 aBot, Sonia, D  uhttp://timreview.ca/article/80202240nas a2200253   4500008004100000022001400041245007900055210006900134260004200203300001000245490000600255520150200261653001601763653002501779653001701804653001401821653001701835653001601852653001301868653003201881100001901913700001801932856003601950       2013                        eng d  a1927-032100aAn Ecosystem-Based Job-Creation Engine Fuelled by Technology Entrepreneurs0 aEcosystemBased JobCreation Engine Fuelled by Technology Entrepre  aOttawabTalent First Networkc02/2013  a31-400 v33 aJob creation is at the centre of the rationale provided by governments and publicly funded organizations for investing in services purported to support entrepreneurs to launch and grow technology startups. However, little is known about how to design and build the engines that convert these publicly funded services into jobs in a region. In this article, we argue that the architecture of a job-creation engine fuelled by technology entrepreneurs is important and that it should be made visible to the stakeholders of a regional venture system. The manner in which the components of a job-creation engine are organized and integrated determines the effectiveness and efficiency of the conversion of public funds into jobs. Making visible the architecture of a job-creation engine enables individuals and organizations to: i) better understand the link between the investment made to service technology entrepreneurs and systematic job creation; ii) utilize the regional venture system more effectively; and iii) set the performance benchmark for capability improvement and rapid adjustment to environmental changes. The experience gained from operating Lead To Win since 2009 is used to describe the architecture of a job-creation engine fuelled by technology entrepreneurs that operate in Canada’s Capital Region. Lead To Win is an ecosystem designed to help a technology venture generate sufficient revenue to create six or more knowledge jobs in the region within three years of inception. 10aaccelerator10aeconomic development10aentrepreneur10aincubator10ajob creation10aLead To Win10astartups10atechnology entrepreneurship1 aBailetti, Tony1 aBot, Sonia, D  uhttp://timreview.ca/article/65801601nas a2200253   4500008004100000022001400041245006000055210006000115260004200175300001000217490000600227520085000233653003501083653001801118653002401136653001601160653002601176653002101202653002401223100002001247700002601267700001801293856003601311       2013                        eng d  a1927-032100aEnabling Sustainable Improvement in IT Entrepreneurship0 aEnabling Sustainable Improvement in IT Entrepreneurship  aOttawabTalent First Networkc06/2013  a28-380 v33 aFirms must embrace processes that enable the information technology (IT) function to become a strategic partner to the business functions it serves. Process ambidexterity is a way for processes to be augmented to improve alignment and adaptability to new markets and technologies. By applying the principles of process ambidexterity, the key elements required for sustainable change within the capabilities that comprise the IT function of the firm are identified. Furthermore, the scope and depth of the dysfunction that is widespread across large firms that depend upon IT are outlined to provide a contextual basis for presenting a solution framework to address sustainable change. This framework for sustainable change is of primary benefit to IT executives seeking to systematically transform the IT function and enable IT entrepreneurship.10acapability maturity assessment10aIT capability10aIT entrepreneurship10aIT function10aprocess ambidexterity10aprocess maturity10asustainable metrics1 aRenaud, Paul, E1 aNarkier, Sheppard, D.1 aBot, Sonia, D  uhttp://timreview.ca/article/69402162nas a2200217   4500008004100000022001400041245005500055210005500110260004200165300001000207490000600217520155000223653001701773653001601790653001601806653002201822653002601844100002001870700001801890856003601908       2012                        eng d  a1927-032100aEnabling Process Alignment for IT Entrepreneurship0 aEnabling Process Alignment for IT Entrepreneurship  aOttawabTalent First Networkc11/2012  a13-200 v23 aAll firms use information technology (IT). Larger firms have IT organizations whose business function is to supply and manage IT infrastructure and applications to support the firm's business objectives. Regardless of whether the IT function has been outsourced or is resident within a firm, the objectives of the IT organization must be aligned to the strategic needs of the business.

It is often a challenge to balance the demand for IT against the available supply within the firm. Most IT organizations have little capacity to carry out activities that go beyond the incremental ones that are needed to run the immediate needs of the business. A process-ambidexterity framework for IT improves the IT organization's entrepreneurial ability, which in turn, better aligns the IT function with the business functions in the firm.

Process ambidexterity utilizes both process alignment and process adaptability. This article presents a framework for process alignment in IT. This is useful for understanding how the processes in Business Demand Management, a core component of the process-ambidexterity framework for IT, relate to those in IT Governance and IT Supply Chain Management. The framework is presented through three lenses (governance, business, and technology) along with real-world examples from major firms in the USA. Enabling process alignment in the IT function, and process ambidexterity overall, benefits those who govern IT, the executives who lead IT, as well as their peers in the business functions that depend on IT.10aexploitation10aexploration10aIT function10aprocess alignment10aprocess ambidexterity1 aRenaud, Paul, E1 aBot, Sonia, D  uhttp://timreview.ca/article/62601575nas a2200313   4500008003900000022001400039245008000053210006900133260004200202300001000244490000600254520065100260653002500911653002800936653002100964653002800985653003201013653001101045100001901056700001801075700001701093700001801110700001801128700001901146700001901165700002001184700002101204856003601225       2012                          d  a1927-032100aAn Overview of Four Issues on Technology Entrepreneurship in the TIM Review0 aOverview of Four Issues on Technology Entrepreneurship in the TI  aOttawabTalent First Networkc05/2012  a28-340 v23 aThe field of technology entrepreneurship is in its infancy when compared to other fields such as economics and management. Articles on technology entrepreneurship have been published in at least 62 journals, of which only 18 contribute to technology innovation management or entrepreneurship. Less than a handful of these 62 journals are considered to be "good" journals and none can claim a leadership position in technology entrepreneurship. The purpose of this article is to provide an overview of the 20 journal articles published in the February, March, April, and May 2012 issues of the Technology Innovation Management Review (TIM Review).10acreative destruction10aglobal entrepreneurship10ajournal articles10asocial entrepreneurship10atechnology entrepreneurship10atheory1 aBailetti, Tony1 aBot, Sonia, D1 aDuxbury, Tom1 aHudson, David1 aMcPhee, Chris1 aMuegge, Steven1 aWeiss, Michael1 aWells, Jonathan1 aWesterlund, Mika  uhttp://timreview.ca/article/55702023nas a2200229   4500008004100000022001400041245004800055210004800103260004200151300001000193490000600203520139300209653001701602653001601619653001601635653002501651653002601676653001701702100002001719700001801739856003601757       2012                        eng d  a1927-032100aProcess Adaptability in the IT Supply Chain0 aProcess Adaptability in the IT Supply Chain  aOttawabTalent First Networkc11/2012  a33-400 v23 aThe continuous pressure to minimize IT costs challenges the IT function to achieve a balance between its own effectiveness and the productivity of the users in the business functions that it serves (i.e., user effectiveness). In many cases, user effectiveness is sacrificed to ensure IT function effectiveness. Process adaptability improves the IT organization’s entrepreneurial ability by balancing these conflicting productivity and performance objectives.

This article applies a process-ambidexterity framework to examine how process adaptability in IT is affected by the choice of different strategies for IT Demand Management as well as different fulfillment strategies for IT Supply Chain Management. Alternative fulfillment strategies are presented, along with criteria and indicators that impact IT and user effectiveness that have been applied within major firms. 

IT and senior business executives will find this article valuable for helping understand how they can influence the balance between IT and user productivity through their choice of different Demand Management and IT fulfillment strategies. Academic readers will discover that, while process adaptability in IT is an important enabler for implementing dynamic alignment between business and IT function objectives, there may be circumstances where IT process adaptability is not a priority for the business.10aexploitation10aexploration10aIT function10aprocess adaptability10aprocess ambidexterity10asupply chain1 aRenaud, Paul, E1 aBot, Sonia, D  uhttp://timreview.ca/article/62702021nas a2200217   4500008004100000022001400041245005200055210005200107260001200159300001000171490000600181520141900187653002401606653001701630653001601647653002801663653002601691653003201717100001801749856003601767       2012                        eng d  a1927-032100aProcess Ambidexterity for Entrepreneurial Firms0 aProcess Ambidexterity for Entrepreneurial Firms  c04/2012  a21-270 v23 aTechnology-based entrepreneurial firms must effectively support both mainstream exploitation and new-stream exploration in order to remain competitive for the long term. The processes that support exploitation and exploration initiatives are different in terms of logistics, payoff horizons, and capabilities. Few firms are able to strike a balance between the two, where mainstream exploitation usually trumps new-stream exploration. The ultimate goal is for the firm to operate effectively in a repeatable, scalable, and systematic manner, rather than relying on good luck and hoping either to come up with the next innovation or for the product to function according to its requirements. 

This article builds on the author’s years of experience in building businesses and transforming medium and large-sized, entrepreneurial technology firms, leading large-scale breakthrough and sustained performance improvements by using and evolving Lean Six Sigma methodologies, and reviews of technology innovation management and entrepreneurship literature. This article provides a process-based perspective to understanding and addressing the issues on balancing mainstream exploitation and new-stream exploration in medium and large-sized entrepreneurial firms and extending it to startups. The resulting capability is known as process ambidexterity and requires disciplined, agile, and lean business management.
10abusiness management10aexploitation10aexploration10aperformance improvement10aprocess ambidexterity10atechnology entrepreneurship1 aBot, Sonia, D  uhttp://timreview.ca/article/54702223nas a2200241   4500008003900000022001400039245005000053210005000103260004200153300001000195490000600205520157000211653002001781653002601801653001701827653001601844653000701860653001401867653002601881100001801907700002001925856003601945       2012                          d  a1927-032100aProcess Ambidexterity for IT Entrepreneurship0 aProcess Ambidexterity for IT Entrepreneurship  aOttawabTalent First Networkc08/2012  a16-220 v23 aAll firms use information technology (IT). Larger firms have information technology organizations whose business function is to supply and manage IT infrastructure and applications to support business needs for IT. While some firms have chosen to outsource the IT function, the majority rely on an internal IT organization that is focused on running the IT infrastructure and optimizing IT operations and applications by exploiting technology improvements over time. Most IT organizations have little capacity to carry out transformational initiatives because they are focused on incremental improvements needed to run the business. As the global economy contracts, growing cost pressure on firms escalates the need for the IT function to behave in a more entrepreneurial manner that accelerates the availability of new technological solutions to enhance productivity and lower cost of doing business. 

This article provides a process-based perspective for understanding and addressing an IT function’s ability to implement entrepreneurial practices that better align the IT function to business functions. This is done by developing the capability of process ambidexterity. Improving an IT organization’s entrepreneurial ability results in improved productivity, shorter time to market, and lower operational costs – as validated by recent practice with major firms in the USA. Developing process ambidexterity in the IT function benefits those who govern IT, the executives who lead IT, as well as their peers in the business functions that depend on IT.10abusiness demand10abusiness value chains10aexploitation10aexploration10aIT10aIT supply10aprocess ambidexterity1 aBot, Sonia, D1 aRenaud, Paul, E  uhttp://timreview.ca/article/596