Information Technology and the Role ofthe IT FunctionFigure 1: Where does innovationoriginate most?Research andDevelopmentOperationsSalesMarketingITFinance012Average ranking 1 to 6 (where 6 is the areain which innovation originates most)Figure 2: European countries – ITviewed as able to drive businessinnovation (North America includedfor comparison)The business thinks IT is able to drive business innovationItalySpainGermany &SwitzerlandEasternEuropeNetherlands& BelgiumUK &IrelandNordicFranceNorthAmerica10% 20% 30% 40% 50% 60% 70% 80%3% of <strong>CIO</strong>s agreeing456Information Technology isrecognised as critical tobusiness innovation —the IT function is notStartlingly, a report from theEconomist Intelligence Unit 4 foundthat while 83% of CEOs and boardmembers think that IT’s predominantstrategic role will be to enablerevenue growth, only 62% of ITexecutives feel the same way. Thesurvey also found that 41% of CEOsand board members and 37% of ITexecutives believe that in five years’time standalone IT departmentswould have ceased to exist.It is interesting that the IT function’sview of IT as a revenue driver divergesso dramatically, and so pessimistically,from that of the business. Our ownfindings show that informationtechnology is seen as vital to businessinnovation, but the IT function is not.In our survey, 70% of respondentsagreed that information technologywas critical for business innovation.Yet fewer than half said theirbusinesses viewed the IT function asa driver of business innovation, anda mere 24% identified the ITfunction as the main initiator ofbusiness innovation.In a comparison between businessfunctions to identify where innovationoriginates most in the organisation,the IT function ranked fifth out of six(below Sales, Marketing, Operationsand Research and Development). Theonly business function that rankedbelow the IT function as a source ofinnovation was Finance.There are some wide geographicaldiscrepancies in how IT is viewedwith regard to business innovation.North American organisations, andNorthern European ones outsideGermany and Switzerland, tend to bemore sceptical than others. Theaverage age of the organisationsinterviewed tended to be higher in themore sceptical regions. The unhappyimplication is that the more matureusers and companies are in the use ofIT, the more sceptical the business isabout the IT function.4 Nov 2006 – The changing role of IT in the business6
<strong>Capgemini</strong> Consultingthe way we see itA new generation of technologyand a new generation of usersTechnologies like Web 2.0 5 and SOA 6are transforming the relationshipbetween business and IT. Increasingly,information technology is no longerdependent on location or organisation.It is becoming “externalised”, so thatinformation and services becomeusable by any person or any machine,inside or outside an institution.It is not only technology that hasmade an evolutionary leap. Over thelast five years, a new generation ofindividuals has entered the businessworld: a generation that has grown upwith the web, has high expectations ofinformation and technology and isquite able to use IT to innovatewithout the help of IT professionals: itis becoming common for adepartment or team to have “seized thetools of IT production for themselves asthey configured their email, cell phones,instant messaging, wikis and blogs totransact business” 7 . Users’ own-builtsolutions are sometimes known as“shadow IT”.To compound the problem, the wayorganisations deliver IT has alsochanged dramatically in the last fiveyears. In many organisations, much ofthe IT value chain has beenoutsourced (among our interviewees,this has increased by 12% in the lasttwo years) or off-shored 8 , and muchdevelopment has long since beenreplaced by package implementation.Research carried out for a related<strong>Capgemini</strong> initiative, “TechnoVision2012” 9 , identifies groupings ofinformation technologies which,underpinned by open standards andservice orientation, are transformingbusiness significantly:■ The You Experience: moving to anew generation of user interfacetechnologies and internet-basedcollaboration platforms that make fora compelling, highly individualisedexperience.■ The shift from Transaction toInteraction: involving organisationsand individuals in a steady, continualrhythm of learning, experiencing,creating and collaborating.■ Processes assembled on-the-fly:orchestrating the building blocks ofunderlying services through real-timeprocess control and creation ofcomposite applications.■ Thriving on Data: connecting the useof data to strategic objectives andnavigating a constantly changing,information-rich, environment throughreal-time integrated businessintelligence, mastered datamanagement and “Googlefication”.■ Sector-as-a-Service: allowingorganisations to focus ondifferentiation by providing standard,non-differentiating business services“on tap”.■ Invisible Infostructure: usingvirtualisation, grid and automatedmanagement technologies to deliverinfrastructure services as acommoditised, preferably invisible, utility.5 Web 2.0 - a grouping of internet-based technologies designed to increase the flow of information between people 6 SOA - Service Oriented Architecture: a style of architecture based onthe principle of dividing business processes into a series of services 7 “Mashup Corporations: The End of Business as Usual” - Andy Mulholland, Chris S. Thomas, Paul Kurchina, DanWoods – Evolved Technologist Press, 2006 8 <strong>Capgemini</strong> Consulting’s 2006 <strong>CIO</strong> survey “Views on future IT delivery” has useful analysis on outsourcing and offshoring trends in Europe.9 TechnoVision is <strong>Capgemini</strong>'s research and analysis on the impact of new technologies on our clients business challenges and strategy.<strong>Global</strong> <strong>CIO</strong> <strong>Survey</strong> <strong>2008</strong> 7