For years, I’ve been writing about the “IT-Business Singularity;” the idea is that in modern business not only relies on IT, but in fact is made possible by IT. If you believe this, then surely the fact that “IT” and “the Business” are often at loggerheads appears to be insane, but the fact is that the divide—and the rancor—persist.
For some, this is a “culture” question. IT is typecast by other employees as a bastion of geeks who are a culture apart “from the rest of us.” IT professionals themselves often characterize business-folks (especially sales and marketing) as brutish and disingenuous.
For others, culture is not the factor. For them, the demands on both sides of the fence pit team against each other. Business folks need things done “asap” in order to conduct their roles while IT is beset with the “do more with less” burden and is barely able to keep up with the high demands of simply “keeping the lights on.”
Still others believe that something more nefarious is in play. They believe that IT’s main role is “Command and Control” and that they use “governance” to become the team that always says “no.”
Each of these perspectives has kernels of truth and heaps of exaggeration too. But no matter what the cause of this divide, we know one thing for sure — the divide persists and creates inefficiencies in the organization.
So how we do approach this singularity and banish the schismatic behavior that marks the broken conversation between IT and Business? How do we help create the foundation for allowing business to self-service and self-discover information while adhering to strict rules about rights, governance, and security?
It is up to each of us to answer these questions and, of course, to find solutions that bridge the divide.