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/80201601nas 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/62602023nas 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/627