Makeover Time - Strengthening the skills of the IT Executive
Conclusion: As executive management become more cynical about technology’s ability to deliver change, they continue to depend upon it as an enabler whilst keeping a closer rein than ever on the IT spending component of change programs. This places enormous pressure on the IT Executive. However, change programs are not just about technology. The problem is that the IT component is usually the most visible, and often the most expensive part of a change program. In my experience, if an IT-based project fails to deliver, though the Project Sponsor may nominally be responsible, the technology is often blamed and it is the IT Executive who may well be brought to account by association.