The Deadly Sins of IT Maturity Assessments

John Rakowski

On the 7th August I will be taking part in a webinar that looks at how to ‘Boost Your IT Maturity With ITSM’ and I have a confession to make – I love IT Maturity Assessments. You may also love them but my love comes from the fact that I used to be an enterprise system and service management consultant and today I want to confess my sins. 

As you may know, maturity models and assessments are a cornerstone of many System Integrator service offerings. During my time as a consultant on a number of ‘IT transformation’ projects in the UK, the companies that I worked for would use maturity assessments as part of their standard go-to-market offerings. In terms of my role, I would use ITIL and systems management maturity models and my promise to the customer was that working with me would get them to that next level of maturity. While I believed I was truly helping the customer, I knew, deep down, that maturity models were a way of cementing continued business and that unfortunately within a year I would be on another project meaning I would not be there to see the improvement roadmap move forward. 

But today I want to start my rehabilitation. I still believe that IT maturity assessments hold a lot of value for Enterprise IT but I&O professionals needs to be aware of the following 5 deadly sins:

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Indian CIOs Are At A Business Technology Crossroads

Manish Bahl

 

Indian CIOs are at the risk of losing business credibility if they do not improve their understanding of business technology (BT). This is the key finding from the latest report that John Brand and I just published. For this report, we surveyed 130 companies in India, using Forrester’s BT Leadership Maturity Model as a baseline for gauging the BT maturity and readiness of Indian organizations. Our survey revealed a surprising level of consistency and positivity about BT among Indian firms, regardless of organization size, type or industry.

This was especially surprising given that BT is a relatively new concept in emerging markets. When we asked CIOs at Indian organizations to define BT in their own words, the responses displayed an overwhelmingly enthusiastic and optimistic view of BT; the most common theme centered on the value of BT as a general principle. However, many topics that were widely cited in self-assessments from CIOs in more mature markets like North America, Europe, and Australia/New Zealand were all but ignored by Indian CIOs, including time-to-value, market differentiation, communication, and governance.  As Indian CIOs have not long been exposed to the general concepts of BT, Forrester believes that inflated self-rankings are mainly attributed to a lack of understanding of just how comprehensive BT is.

The report helps answer key questions such as:

·         Why are Indian CIOs remarkably consistent in their BT views and attitudes? And is this really just due to a common tendency to inflate their own BT maturity?

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