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Conclusion: Just as one size car does not suit everyone, so one organisational design and IT management structure will not meet the needs of all firms or agencies. As there is no perfect approach for developing an IT management structure, managers must research available options, assess their suitability and ‘road test’ them before implementing them.

Conclusion: Business prospects are still difficult to predict with good news and bad in equal measure. Even so, growth is minimal and the market is flat. For business planners, management teams and CIOs, the next six months dictates a stripped down and lean strategy.

Benchmarking evidence from the practices of leading corporations shows they have adopted two essential strategic techniques:

  1. Determine organisational structure with the allocation of resources.

  2. Focus on core attributes of product and service and then develop the opportunity to enhance those product attributes.

An important ingredient to realise the strategic goals above is flexibility and preparedness to re-set priorities to trade into the next growth period.

Conclusion: CIOs who sit back and wait for their executive teams to implement ICT governance are putting their own careers at risk. While business leaders continue to misunderstand measures of ICT performance CIOs face two perennial problems: good performance may go completely unrecognised while CIOs may be blamed for failures that are totally outside their control.

Conclusion – Restructure roles and responsibilities of staff only when there are compelling reasons and apply the guiding principles, as set out below, when designing the new structure.

More than half of all IT projects do not deliver the expected benefits. This is a metric that CEOs do not want to hear in these days of executive dissatisfaction with IT investment performance, and it is the CIO that is called to explain.

Conclusion: SMS has proved more versatile and effective in business-related communications than simply a means of chatting with text. By reducing costs and simplifying the process of communication, SMS is proving to be effective for firms dealing with their suppliers, customers and staff.

Firms of all sizes – and Government departments - can likewise benefit from SMS in two key ways. Firstly, it is a marketing communication channel which can be used for product promotions and secondly, it has proved its worth as an operational communications tool which can be used for channel management within an organisation.

Experience shows firms can cut costs and increase efficiency by using SMS to deliver timely and useful information to stakeholders. Having said this, it is important that the ease with which messages can be delivered should not be equated with permission to flood mobile phones with frequent and irrelevant messages.

Conclusion: Carried out judiciously a benchmarking exercise can yield unexpected and significant benefits. Conversely, when few performance measures are captured and unit costs are unclear, the exercise is a waste of time.

Conclusion: Every department within an enterprise is under greater scrutiny to prove their worth. For the IT service department rising beyond a service supplier relationship with the rest of the firm or agency means marketing their wares in two ways:

  1. Delivering services in a timely and responsive manner which like all actions can be a matter of execution;

  2. Opening and maintaining two-way communication channels with all areas of the organisation: necessary to deliver services today and to anticipate next stage requirements. To achieve these aims may require implementing some tried and tested marketing and market research techniques.

Getting the approach to marketing right can make a difference in effectiveness for an organisation, not just for the IT department.

The company has just won the largest job in its history and you are excused for celebrating long into the night and, perhaps, over indulging slightly. However when the baroccas have kicked in, and the effects of the alcohol have worn off, reality sets in.

Conclusion: No solution comes shrink-wrapped and perfectly adequate so that it can be considered complete and that is true of e-learning. If the implementation of e-learning in the workplace has stumbled the two guidelines below will assist in getting better results:

  1. Ensure that the e-learning process is continuous – not constant – but persistent for all employees over time;

  2. Test, test, test, not just the e-learning software package but also what the users thought of it as much as the content of the program.

If e-learning is viewed as a process, not just a one-off event, it will become part of the working schedule and also integral to the productivity of the organisation.

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