<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Chris McPhee</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Editorial: Insights (June 2013)</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">case study</style></keyword><keyword><style  face="normal" font="default" size="100%">intellectual property</style></keyword><keyword><style  face="normal" font="default" size="100%">IT function</style></keyword><keyword><style  face="normal" font="default" size="100%">open source business</style></keyword><keyword><style  face="normal" font="default" size="100%">process ambidexterity</style></keyword><keyword><style  face="normal" font="default" size="100%">risk management</style></keyword><keyword><style  face="normal" font="default" size="100%">software licenses</style></keyword><keyword><style  face="normal" font="default" size="100%">startups</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">uncertainty</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2013</style></year><pub-dates><date><style  face="normal" font="default" size="100%">06/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/689</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">3</style></volume><pages><style face="normal" font="default" size="100%">3-4</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><issue><style face="normal" font="default" size="100%">6</style></issue><custom1><style face="normal" font="default" size="100%">Technology Innovation Management Review
Chris McPhee is Editor-in-Chief of the &lt;em&gt;Technology Innovation Management Review&lt;/em&gt;. Chris holds an MASc degree in Technology Innovation Management from Carleton University in Ottawa and BScH and MSc degrees in Biology from Queen's University in Kingston. He has over 15 years of management, design, and content-development experience in Canada and Scotland, primarily in the science, health, and education sectors. As an advisor and editor, he helps entrepreneurs, executives, and researchers develop and express their ideas.</style></custom1></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Paul E. Renaud</style></author><author><style face="normal" font="default" size="100%">Sheppard D. Narkier</style></author><author><style face="normal" font="default" size="100%">Sonia D. Bot</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Enabling Sustainable Improvement in IT Entrepreneurship</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">capability maturity assessment</style></keyword><keyword><style  face="normal" font="default" size="100%">IT capability</style></keyword><keyword><style  face="normal" font="default" size="100%">IT entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">IT function</style></keyword><keyword><style  face="normal" font="default" size="100%">process ambidexterity</style></keyword><keyword><style  face="normal" font="default" size="100%">process maturity</style></keyword><keyword><style  face="normal" font="default" size="100%">sustainable metrics</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2013</style></year><pub-dates><date><style  face="normal" font="default" size="100%">06/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/694</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">3</style></volume><pages><style face="normal" font="default" size="100%">28-38</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Firms 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.</style></abstract><issue><style face="normal" font="default" size="100%">6</style></issue><custom1><style face="normal" font="default" size="100%">The Lanigan Group
Paul Renaud is Chief Executive of The Lanigan Group, which specializes in customer-driven product strategy and business-aligned IT service delivery. He is an advisor to CEOs, CTOs, and CIOs in the technology community, and he is a member of industry advisory boards, including Queen’s University’s Innovation Council for the School of Computing and Ubiquity’s Chairman’s Advisory Board prior to its acquisition by Avaya. His previous roles include VP Business Intelligence Development at Cognos, Director of Computing &amp; Networking and the Advanced Computing Research Lab at Bell Northern Research, Director of Nortel’s Public Network Switching Capacity program, and Chief Architect at SHL Systemhouse. Mr. Renaud is a co-author of several patents and authored &lt;em&gt;Introduction to Client/Server Systems&lt;/em&gt;, which was published in four languages and widely used as a university textbook. He has a BSc degree in Computer Science and Mathematics from Queen's University.</style></custom1><custom2><style face="normal" font="default" size="100%">
Sheppard Narkier is a business-driven, senior executive in information technology who generates business value where investment in enabling technology is an integral part of a company’s business strategy. Sheppard’s experience spans roles as a senior executive, enterprise architect, systems engineer, and developer. He has been recognized for building strong, diverse, and motivated teams that have delivered measurable business value in diverse IT environments. He has implemented mission-critical systems, reusable assets, and technology roadmaps in premier financial services institutions such as the American Stock Exchange, S&amp;P, and UBS-IB. Sheppard was co-founder and Chief Scientist of Adaptivity, which was recently acquired by EMC. Sheppard is responsible for designing the rules engines that enable better system-design decisions. Sheppard has a BA in both Mathematics and Anthropology from Oswego State, NY. He is the co-author on several patents, has written thought-leadership blogs for Network World and EMC InFocus, and has ghost-written the book &lt;em&gt;Next Generation Datacenters in Financial Services: Driving Extreme Efficiency and Effective Cost Savings&lt;/em&gt;.</style></custom2><custom3><style face="normal" font="default" size="100%">
Sonia Bot is an entrepreneurial-minded leader/executive and strategic thinker with extensive experience in technology innovation and global business management. She specializes in new venture creation, operational excellence, business transformation and strategy, leading organizational change, and evolving entrepreneurial ecosystems. She is an accomplished industry presenter, author of numerous peer-reviewed articles, member of the Lead to Win Council, and industry executive member of the Technology Entrepreneurship &amp; Commercialization Council at Carleton University. Ms. Bot currently partners with executives and entrepreneurs of small-to-medium enterprises and large entrepreneurial companies in the information and computing technology sector (namely healthcare, mobility, telecommunications, software, Internet, IT) to assist in building, growing, and transforming global ventures and to solve wicked business problems. Her prior work experience includes BlackBerry / Research In Motion, Nortel, Bell-Northern Research, IBM, and TransCanada Pipelines. She holds degrees in Computer Science with Systems Design / Electrical Engineering (BMath) from the University of Waterloo and Biomedical Engineering (MASc) from the University of Toronto, and she is a certified Lean Six Sigma Master Black Belt.</style></custom3></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Chris McPhee</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Editorial: Insights (November 2012)</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">competitive advantage</style></keyword><keyword><style  face="normal" font="default" size="100%">global entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">green innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">process adaptability</style></keyword><keyword><style  face="normal" font="default" size="100%">process alignment</style></keyword><keyword><style  face="normal" font="default" size="100%">process ambidexterity</style></keyword><keyword><style  face="normal" font="default" size="100%">simulation</style></keyword><keyword><style  face="normal" font="default" size="100%">startups</style></keyword><keyword><style  face="normal" font="default" size="100%">supply chains</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2012</style></year><pub-dates><date><style  face="normal" font="default" size="100%">11/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/623</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">2</style></volume><pages><style face="normal" font="default" size="100%">3-3</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><issue><style face="normal" font="default" size="100%">11</style></issue><custom1><style face="normal" font="default" size="100%">Technology Innovation Management Review 
Chris McPhee is Editor-in-Chief of the &lt;i&gt;Technology Innovation Management Review&lt;/i&gt;. Chris holds an MASc degree in Technology Innovation Management from Carleton University in Ottawa and BScH and MSc degrees in Biology from Queen's University in Kingston. He has over 15 years of management, design, and content-development experience in Canada and Scotland, primarily in the science, health, and education sectors. As an advisor and editor, he helps entrepreneurs, executives, and researchers develop and express their ideas.
</style></custom1></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Paul E. Renaud</style></author><author><style face="normal" font="default" size="100%">Sonia D. Bot</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Enabling Process Alignment for IT Entrepreneurship</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">exploitation</style></keyword><keyword><style  face="normal" font="default" size="100%">exploration</style></keyword><keyword><style  face="normal" font="default" size="100%">IT function</style></keyword><keyword><style  face="normal" font="default" size="100%">process alignment</style></keyword><keyword><style  face="normal" font="default" size="100%">process ambidexterity</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2012</style></year><pub-dates><date><style  face="normal" font="default" size="100%">11/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/626</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">2</style></volume><pages><style face="normal" font="default" size="100%">13-20</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">All 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.</style></abstract><issue><style face="normal" font="default" size="100%">11</style></issue><custom1><style face="normal" font="default" size="100%">The Lanigan Group
Paul Renaud is Chief Executive of The Lanigan Group, which specializes in customer-driven product strategy and business-aligned IT service delivery. He is an advisor to CEOs, CTOs, and CIOs in the technology community and he is a member of industry advisory boards, including Queen’s University’s Innovation Council for the School of Computing and Ubiquity’s Chairman’s Advisory Board prior to its acquisition by Avaya. His previous roles include VP Business Intelligence Development at Cognos, Director of Computing &amp; Networking and the Advanced Computing Research Lab at Bell Northern Research, Director of Nortel’s Public Network Switching Capacity program and Chief Architect at SHL Systemhouse. Mr. Renaud authored Introduction to Client/Server Systems, which was published in four languages and widely used as a university textbook. He has a BSc degree in Computer Science and Mathematics from Queens University.</style></custom1><custom2><style face="normal" font="default" size="100%"> 
Sonia Bot is an entrepreneurial-minded executive and strategic thinker with extensive experience in technology innovation and global business management. She specializes in new venture creation, product management and delivery, business transformation and strategy, and leading organizational change. She is an accomplished industry presenter, author of numerous peer-reviewed articles, and industry executive member of the Technology Innovation Management Council at Carleton University. Ms. Bot currently provides consulting services by partnering with executives and entrepreneurs of small-to-medium enterprises and large entrepreneurial companies to assist in building, growing, and transforming new ventures and to solve wicked business problems. Her prior work experience includes Research In Motion, Nortel, Bell-Northern Research, IBM, and TransCanada Pipelines. She holds degrees in Computer Science with Systems Design / Electrical Engineering (BMath) from the University of Waterloo and Biomedical Engineering (MASc) from the University of Toronto, and she is a certified Lean Six Sigma Master Black Belt. </style></custom2></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Paul E. Renaud</style></author><author><style face="normal" font="default" size="100%">Sonia D. Bot</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Process Adaptability in the IT Supply Chain</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">exploitation</style></keyword><keyword><style  face="normal" font="default" size="100%">exploration</style></keyword><keyword><style  face="normal" font="default" size="100%">IT function</style></keyword><keyword><style  face="normal" font="default" size="100%">process adaptability</style></keyword><keyword><style  face="normal" font="default" size="100%">process ambidexterity</style></keyword><keyword><style  face="normal" font="default" size="100%">supply chain</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2012</style></year><pub-dates><date><style  face="normal" font="default" size="100%">11/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/627</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">2</style></volume><pages><style face="normal" font="default" size="100%">33-40</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">The 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.</style></abstract><issue><style face="normal" font="default" size="100%">11</style></issue><custom1><style face="normal" font="default" size="100%">The Lanigan Group
Paul Renaud is Chief Executive of The Lanigan Group, which specializes in customer-driven product strategy and business-aligned IT service delivery. He is an advisor to CEOs, CTOs, and CIOs in the technology community and he is a member of industry advisory boards, including Queen’s University’s Innovation Council for the School of Computing and Ubiquity’s Chairman’s Advisory Board prior to its acquisition by Avaya. His previous roles include VP Business Intelligence Development at Cognos, Director of Computing &amp; Networking and the Advanced Computing Research Lab at Bell Northern Research, Director of Nortel’s Public Network Switching Capacity program and Chief Architect at SHL Systemhouse. Mr. Renaud authored Introduction to Client/Server Systems, which was published in four languages and widely used as a university textbook. He has a BSc degree in Computer Science and Mathematics from Queens University.</style></custom1><custom2><style face="normal" font="default" size="100%"> 
Sonia Bot is an entrepreneurial-minded executive and strategic thinker with extensive experience in technology innovation and global business management. She specializes in new venture creation, product management and delivery, business transformation and strategy, and leading organizational change. She is an accomplished industry presenter, author of numerous peer-reviewed articles, and industry executive member of the Technology Innovation Management Council at Carleton University. Ms. Bot currently provides consulting services by partnering with executives and entrepreneurs of small-to-medium enterprises and large entrepreneurial companies to assist in building, growing, and transforming new ventures and to solve wicked business problems. Her prior work experience includes Research In Motion, Nortel, Bell-Northern Research, IBM, and TransCanada Pipelines. She holds degrees in Computer Science with Systems Design / Electrical Engineering (BMath) from the University of Waterloo and Biomedical Engineering (MASc) from the University of Toronto, and she is a certified Lean Six Sigma Master Black Belt. </style></custom2></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Sonia D. Bot</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Process Ambidexterity for Entrepreneurial Firms</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">business management</style></keyword><keyword><style  face="normal" font="default" size="100%">exploitation</style></keyword><keyword><style  face="normal" font="default" size="100%">exploration</style></keyword><keyword><style  face="normal" font="default" size="100%">performance improvement</style></keyword><keyword><style  face="normal" font="default" size="100%">process ambidexterity</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurship</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2012</style></year><pub-dates><date><style  face="normal" font="default" size="100%">04/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/547</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">2</style></volume><pages><style face="normal" font="default" size="100%">21-27</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Technology-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.
</style></abstract><issue><style face="normal" font="default" size="100%">4</style></issue><custom1><style face="normal" font="default" size="100%">
Sonia Bot is a business executive who specializes in strategy and business execution for technology innovation and corporate entrepreneurship ventures. She has extensive experience in the high-tech industry, including business transformation and strategy, product management and delivery, and new venture creation within multinational technology companies. Her work experience includes Research In Motion, Nortel, Bell-Northern Research, IBM, and TransCanada Pipelines. She holds degrees in Computer Science with Systems Design / Electrical Engineering (BMath) from the University of Waterloo and Biomedical Engineering (MASc) from the University of Toronto, and she is a certified Lean Six Sigma Master Black Belt. </style></custom1></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Sonia D. Bot</style></author><author><style face="normal" font="default" size="100%">Paul E. Renaud</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Process Ambidexterity for IT Entrepreneurship</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">business demand</style></keyword><keyword><style  face="normal" font="default" size="100%">business value chains</style></keyword><keyword><style  face="normal" font="default" size="100%">exploitation</style></keyword><keyword><style  face="normal" font="default" size="100%">exploration</style></keyword><keyword><style  face="normal" font="default" size="100%">IT</style></keyword><keyword><style  face="normal" font="default" size="100%">IT supply</style></keyword><keyword><style  face="normal" font="default" size="100%">process ambidexterity</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2012</style></year><pub-dates><date><style  face="normal" font="default" size="100%">08/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/596</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">2</style></volume><pages><style face="normal" font="default" size="100%">16-22</style></pages><abstract><style face="normal" font="default" size="100%">All 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.</style></abstract><issue><style face="normal" font="default" size="100%">8</style></issue><custom1><style face="normal" font="default" size="100%">
Sonia Bot is an entrepreneurial-minded executive and strategic thinker with extensive experience in technology innovation and global business management. She specializes in new venture creation, product management and delivery, business transformation and strategy, and leading organizational change. She is an accomplished industry presenter, author of numerous peer-reviewed articles, and industry executive member of the Technology Innovation Management Council at Carleton University. Ms. Bot currently provides consulting services by partnering with executives and entrepreneurs of small-to-medium enterprises and large entrepreneurial companies to assist in building, growing, and transforming new ventures and to solve wicked business problems. Her prior work experience includes Research In Motion, Nortel, Bell-Northern Research, IBM, and TransCanada Pipelines. She holds degrees in Computer Science with Systems Design / Electrical Engineering (BMath) from the University of Waterloo and Biomedical Engineering (MASc) from the University of Toronto, and she is a certified Lean Six Sigma Master Black Belt. </style></custom1><custom2><style face="normal" font="default" size="100%">The Lanigan Group
Paul Renaud is Chief Executive of The Lanigan Group, which specializes in customer-driven product strategy and business-aligned IT service delivery. He is an advisor to CEOs, CTOs, and CIOs in the technology community and he is a member of industry advisory boards, including Queen’s University’s Innovation Council for the School of Computing and Ubiquity’s Chairman’s Advisory Board prior to its acquisition by Avaya. His previous roles include VP Business Intelligence Development at Cognos, Director of Computing &amp; Networking and the Advanced Computing Research Lab at Bell Northern Research, Director of Nortel’s Public Network Switching Capacity program and Chief Architect at SHL Systemhouse. Mr. Renaud authored Introduction to Client/Server Systems, which was published in four languages and widely used as a university textbook. He has a BSc degree in Computer Science and Mathematics from Queens University.</style></custom2></record></records></xml>