How can IT leaders juggle seemingly competing agendas: to meet the business’ demands for increased innovation, while cutting costs and slashing budgets?
With the ever-increasing interest in technology solutions, IT’s stakeholders are giving them two competing demands:
1. Produce new innovative, strategic technology-based capabilities.
2. Do so with reduced resources.
How can IT leaders step up to the plate and juggle these seemingly competing agendas: to meet the business’ demands for increased innovation, including new digital systems and services, all while cutting costs and slashing budgets?
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One popular solution has emerged within IT thought leadership. Often called “two-speed IT,” this idea proposes that the IT organization does not attempt to resolve the tension between these two ideas. Instead, IT lumps all of its technology into one of two broad buckets: operational technology and innovative technology. Do this, and operations won’t slow down innovation, and expensive innovation investments won’t inflate operations’ budgets.
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