02229nas a2200301   4500008004100000022001400041245006100055210006100116260004200177300001000219490000600229520132500235653002701560653003001587653002201617653002601639653002801665653001601693653002701709653002801736653002301764653001401787653002601801100002001827700002601847700001801873856003601891       2014                        eng d  a1927-032100aUsing a Capability Perspective to Sustain IT Improvement0 aUsing a Capability Perspective to Sustain IT Improvement  aOttawabTalent First Networkc06/2014  a28-390 v43 aA firm’s dependency on the information technology (IT) function is increasingly central to its ability to innovate. The IT function must balance this need for change with sustaining consistent, highly reliable operation of all existing services. A firm’s ability to rapidly change IT is impeded by its legacy portfolio of applications and infrastructure because changes need to be very carefully managed and understood in order to avoid unintended consequences leading to system failure and process breakdown. The change imperative for IT is urgent and often determines how IT is valued by the rest of the firm. 

Improving the IT function’s agility requires improvement in IT capabilities, which can be categorized into three broad classes: technology, process, and competency. This article identifies the critical success factors for creating sustainable change for each of these three capability classes. It draws on the practical experience of the authors and leverages appropriate standards that provide grounding for change within the IT function of the firm, along with the roles and tasks that will be involved in this change agency. The article is of primary benefit for IT executives seeking to sustain an ongoing, systematic transformation of the IT function to enable IT entrepreneurship and agility.10acapability improvement10acapability maturity model10achange management10acompetency capability10aenterprise architecture10aIT function10aorganizational culture10aorganizational learning10aprocess capability10ashadow IT10atechnology capability1 aRenaud, Paul, E1 aNarkier, Sheppard, D.1 aBot, Sonia, D  uhttp://timreview.ca/article/80201601nas a2200253   4500008004100000022001400041245006000055210006000115260004200175300001000217490000600227520085000233653003501083653001801118653002401136653001601160653002601176653002101202653002401223100002001247700002601267700001801293856003601311       2013                        eng d  a1927-032100aEnabling Sustainable Improvement in IT Entrepreneurship0 aEnabling Sustainable Improvement in IT Entrepreneurship  aOttawabTalent First Networkc06/2013  a28-380 v33 aFirms must embrace processes that enable the information technology (IT) function to become a strategic partner to the business functions it serves. Process ambidexterity is a way for processes to be augmented to improve alignment and adaptability to new markets and technologies. By applying the principles of process ambidexterity, the key elements required for sustainable change within the capabilities that comprise the IT function of the firm are identified. Furthermore, the scope and depth of the dysfunction that is widespread across large firms that depend upon IT are outlined to provide a contextual basis for presenting a solution framework to address sustainable change. This framework for sustainable change is of primary benefit to IT executives seeking to systematically transform the IT function and enable IT entrepreneurship.10acapability maturity assessment10aIT capability10aIT entrepreneurship10aIT function10aprocess ambidexterity10aprocess maturity10asustainable metrics1 aRenaud, Paul, E1 aNarkier, Sheppard, D.1 aBot, Sonia, D  uhttp://timreview.ca/article/694