As a result, digitization requires a holistic approach for companies, their value chains and in particular their IT organizations. But IT must also accept and be allowed to practice this new role. In practice, it often finds itself trying to balance the requirements for rapid, efficient, agile, scalable and innovative digitization in the company with the growing IT independence of the various departments. These often view the IT organization as a hindrance, inflexible or old-fashioned. And so they go ahead and do their own thing - using Cloud services or external developers.
But it is exactly these types of isolated solutions that frequently lead to rising administrative expenses, more complexity and not least increased security risks, since the existing governance requirements and guidelines do not cover these cases. The result: Short-term solutions must be controlled again. This not only leads to lost investments but also unused IT solutions or even contractual dependencies on external providers.
Therefore the IT department (whether the other departments like or not) must strictly control the use of customized solutions and approaches during the digitization process. But by doing so, it cannot act primarily as a hindrance, but rather as the keeper and enabler of new business models. The IT department has several trump cards over its colleagues in the other departments: It focuses on what is good for the entire company and it has the flexibility to pro-actively find the required service providers. In addition, it can organize or manage tenders to negotiate the best terms with external providers.