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Posted by Alexander Peters, Ph.D. on March 9, 2011
One of our clients recently asked us to help them with an interesting query:
“We’re looking for companies that use their internal IT as a competitive differentiator — attracting employees and enabling their success in a noticeably different way. This would focus on the non-IT staff, rather than IT staff.”
Since the end of the Internet bubble and Nicholas Carr’s Harvard Business Review article, “IT Doesn’t Matter,” 10 years ago, IT executives have worked very hard to increase IT’s business relevance. They put internal IT through several waves of consolidation, outsourcing, and reorganization aimed to make IT more efficient, reliable, and service-oriented. But how many of these actions also managed to make IT a differentiating, more attractive place to work?
I have seen different approaches for making IT a more attractive workplace, for non-IT staff in particular. While trying to escape the traditional IT cliché, these models have some similarities with the three archetypes of IT — and different value propositions:
I would very much appreciate your comments and ideas on how to make IT a more competitive differentiator and career enabler for non-IT staff. Are the discussed approaches the right ones? What should do IT executives differently? How could business executives help? It would also be helpful if you would share other examples of internal IT functions that make a difference and explain why.
Thank you in advance.
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