User Centric IT

User Centric IT

Putting people before technology

 

The challenge

From programmer for programmer

Highly complex IT infrastructures serve as the backbone in many businesses today. The access to the data is often complicated designed "from programmer for programmer". Ideally though, IT serves the business by empowering people.

Another challenge often to be found reveals itself by the state of full potential of the system capability being exposed to the internal user as well as B2B and B2C users accessing a slightly optimised version for the corresponding distribution channel.

Naturally departments often are using very limited aspects of these capabilities and the learning curve of being enabled to process a certain task is disproportionately high. The result often is that the staff avoids using software that would help or is needed, for example in collaboration. Endless amount of redundant data is distributed across the file network of organisations in proprietary file formats like ms excel, which is then (at least in this state) not usable for company's effort to understand their business better by analyzing their data in business intelligence establishing initiatives.

 

The User-Centric IT model

The User-Centric IT model is the result of ongoing discussions between current technology leaders. These five core principles define a user-centric organisation:

1. User-Centric IT serves the business by empowering people.
2. User-Centric IT adapts to the way people work, not the other way around.
3. People, information and knowledge must connect in real time.
4. Mobility is a work-style preference, not a device.
5. Security should be inherent and transparent to the user experience.

 

Filling the gap

The possibilities of advisory in this area are vast. It's crucial for the organisation to uncover where workflows and processes are cumbersome and what tools should support the work in what way. By fostering the engagement of designing the workflows and processes, the task of identifying the existing ones becomes lighter and the perception of "we have done this over and over before" changes.

It is important at this point to provide an existing collaborative simplified view on these results. Ideally these views are versioned, meaning people can compare before and after and go back in time to see, for example, what would a certain workflow have looked like 2 years ago.

Because organisations need to learn to exist in a constant state of change, regular redesigning and therefore optimizing workflows and processes should become a part of their DNA. Not only will the company get better at answering the question of "how do we get there?", but also will they reduce territorial quarrels. These conflicts are one major foot on the brake of organisations growths and success potential. Because of competition being tight these days, organisations psychological well being became more than ever crucial in recent years.

In addition it is necessary to foster getting used to the utilisation of collaboration software, as in many firms the culture of keeping work knowledge in everybody's "volt" needs to change to a culture of making results available for everybody. Another aspects seems that, because of the cultural influence of perfection people often hide their results. May it be that it didn't pass the "self quality assurance" or fear of loosing ground in the internal competition. In other words optimising the access to software and as a result hiding complexity will not have the expected effect, if culturally people don't participate in the organisations efforts.