The four pillars of o ' Reilly it strategy

by Jonathan Reichental pH.d. | @ reichental | Comments: 4 | 23 November 2010Tweet

This week gave the framework detailed strategy 3 years or it ' O'Reilly Media, Inc. The strategy is the culmination of work several months of to fully understand the current state of business and the vision for its future. Along with the objectives of growth, the strategy focuses on many of the common current it requirements, such as: delivers more for less; greater agility; better access to enabling decision data;and improve service to the cliente.También directly responds to points of stress in the environment of existing technology and forms the basis for the design needed to support future business objectives it organization.

As I wrote envelope in a previous blog, it is essential that this strategy consider culture or ' Reilly innovation while entering the appropriate level of predictability. Also much innovation not managed or encoded predictability could limit our ability to grow, and in my opinion, is a recipe for it failure.

Although there is considerable depth and breadth to the strategy, the simplified, four main concepts that is one of them formado.cada share is essential to move forward with nosotros.Yo'm not giving away any secret here, because they are all fundamental concepts. However, to achieve my goals highly transparent in our thinking and to give ideas to others.

The four pillars of our it strategy are:

It governance is all about smart technology of scarce resource allocation decisions and be responsible for the resulting performance of those decisions.These options include those that consider cost, risk and strategic alignment. While the Government almost always exists in some form - i.e. without being explicit, somehow obtain decisions – the mature and predictability of the process will really only be achieved by clearly understood governance processes and acordados.Nos will focus on the right of governance quotient lest they drown and quell the things we do really well.

As systems become increasingly interdependent, and a small change in an application can have important spill-over effects, is no longer possible to have a narrow view and unique solution development system.New applications should be treated with a mentality of end-to-end process. Introduction of the new capacity will now require an architectural point of view which considers qualities such as reusability, standards, sustainability and datos.En using the medium and long term, intelligent architecture can lead to high quality solutions and reduce overall costs.

Contrary to popular belief, strategic sourcing does not automatically equal reductions of personnel or subcontracting.Unfortunately for many organizations this is undoubtedly the way in which said, but for many others it's about creating flexibility in identifying and temporarily acquire talent from where you can provide when needed.That talent can be internal, for example: is there anyone outside of the it Department, but within the company that can help with a project on a temporary basis? but it could also mean to quickly find a scarce resource development in Argentina.We will use strategic sourcing as a supplementary approach to developing and supporting solutions technology talent management.

Historically, many organizations, including the media or ' Reilly, construction and their own it solutions.There are often good reasons to do so, particularly those systems that use the property of innovation and are essential for this category, mercado.Fuera differentiation it has become increasingly common: basic services, i.e. do not offer any competitive advantage, but are essential for basic business functions (think email or file storage as examples) .utilizando more commodity-based products and services allows the it organization to raise its value proposition: to work more complex business problems and be a true enabler of growth of the negocio.En or ' Reilly Media are going to continue to build our internal cloud infrastructure and pursue more external capacity and software-as-service cloud solutions.

We are under no illusions that it will be easy to make progress in all four of these áreas.Hay a level change management that will be a challenge for us new maneras.Pero we may measure rhythm as progress and make corrections if necesario.Para me, inherent to our strategy is flexibilidad.No capacity it is possible to do everything well, but it is essential to quickly fix when things go wrong.

I will continue to report on our progress and welcome your comments.

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