Strategic agility in a changing world

Over the past two decades, advances in technology have triggered unprecedented changes across all aspects of society. In the business world, this tech-shift has created a context of constantly evolving customer and market needs. Developments in digital technologies, such as smart devices, the Internet of Things (IoT), artificial intelligence (AI) and blockchain, have disrupted and transformed markets at astonishing speed. The world as we know it today is volatile, uncertain, complex and ambiguous1. As a result, the strategies that once delivered deep market power and long-term dominance are no longer effective.

In a world that is constantly changing, the target state is no longer static, but ‘will constantly move as the wider context changes and evolves. In this paper, we will look at:

  • How organizations need to adapt their approach to strategy to survive in the current business context.
  • How adopting and embracing AgileSHIFT™ practices and principles can support them in this.

Download this whitepaper to learn more.

Leadership within Lean-Agile Enterprises

The move towards more responsive and higher performing IT organizations is well-established, using terms like Lean, Agile and DevOps. These philosophies have proven to be successful in sufficient cases that many businesses are following the lead of the early adopters.

Leaders play a somewhat confused role in the move to becoming a more agile organization. They enthusiastically embrace the possibility of escaping the current siloed structure, in which the massive amounts of coordination required cause a slow response to rapidly changing market conditions. On the other hand, as with previous attempts to improve the performance of their organization, they see this transformation as something that primarily affects the operational teams. This leads to a ‘missing link’ in most transformations: a lack of adjustment of leadership behaviors.

This white paper categorized the work of leaders into 6 areas:

  • Organizing
  • Visioning
  • Planning
  • Cascading
  • Monitoring
  • Developing

Continuous oversight in the cloud

Cloud computing services are increasingly mediating the connections. In this environment, information assurance professionals must not only address longstanding information security threats and vulnerabilities, but they also face new challenges relative to their experience in the field just a few years—or even months—before.

This white paper advocates for continuous oversight of the wide variety of cloud services used by organizations—a set of distinct, but related, management and assurance practices that address critical emerging risk domains, including security, privacy and compliance.

Continuous oversight includes:

  • Continuous assurance for data and processes
  • Continuous cloud assurance
  • Continuous supply chain management and oversight
  • Continuous improvement (CI)

ITIL® 4 and COBIT®

In many areas of work, there can be a conflict between doing the right things or doing things right. In an IT environment, doing the right things can be summarized in what the IT team decides to focus in order to achieve the business aims. This is the IT governance. When this has been decide, the IT team will focus on doing things right. In practical terms, this translates to how the IT team will carry out the task. This is IT service management.

In this whitepaper, ITIL4 and COBIT will be discussed in depth from few aspects:

  • Putting it in perspective of IT governance and IT management
  • Focusing on similar problems from different directions
  • Similarities in framework architecture
  • Synergy in components of the government system and dimensions of service management
  • Synergies between ITIL service value chain and COBIT goals cascade
  • Synergies between ITIL Service value chain activities and COBIT domains
  • Synergies in ITIL practices and governance management objectives
  • How ITIL4 and COBIT 2019 are different?

Lean IT Foundation: Increasing the Value of IT

The call for applying and developing Lean principles were transferred from product industries towards service organizations. The key driver behind this development was the continued inability of IT to deliver required value to its customers. The problem is that year-over-year, these same customers have become dependent on their IT departments. It was thought that Lean must be able to work within IT department, yet the application of Lean to IT has specific challenges. The first issue we can found was there is no clear definition of what Lean IT is.

Few topics were discussed in depth in the paper:

  • Lean
  • Key Principles of Lean
  • Characteristics of Lean IT
  • Structuring Lean IT
  • Customer
  • Process
  • Performance
  • Organization
  • Behaviour and Attitude
  • Kaizen

Download this whitepaper to learn more about the topics.