Continual learning and improvement
In order to control enterprise risk, resources and value enablement of the end-to-end digital business services, the ICT capabilities within the internal ICT department/division, as well as the external vendors need to be controlled, whilst their agility, innovation potential and scalability needs to be enabled too. This comprises technology as well as people, process, legal/contractual and organisational practices.
The figure above representing aggregation of technical services into an integrated end-to-end service gives an
inkling of the complexity involved in effectively controlling such ecosystems. ICT groups need an integrated Operating Model to manage such complexity.
The figure below is a generic ‘engagement model’, depicting the high-level responsibilities and engagement levels of:
Each of these groups have strategic/executive functions, middle management functions and operational functions.
If an organisation outsources much of its ICT management and technical services to external parties, the middle column would be relatively ‘thin’.
The ICT Management functions, processes and practices, along with the service providers need to provide end-to-end services to the business (and sometimes directly to its customers). They underpin any digital strategy
digital strategy to be optimised.
Some key challenges for ICT Groups when they seek to transform their Digital Service enablement capability include suboptimal: