It Strategies in the Post-Pandemic Era

Bruce Michelson

Description

We are entering a post pandemic era. The IT strategies that were in place during the pandemic may not provide to be the same level of end user experience and security – it is time to change.
There were many trends in motion pre-pandemic. During the pandemic many of those trends such as changing demographics, remote work, cloud computing, and collaboration were accelerated. We are entering a post-pandemic era where these changes are the new mainstream. IT must embrace, adapt, and change. Change is never simple nor is it easy – our IT legacy represents perhaps our biggest challenge and inhibitor.
This book introduces new methodologies and practices for IT - Priority Based Budget and Behavior Driven IT.
Priority Based Budget focuses an operational budget, a tactical budget, and a strategic budget.
Behavior Driven IT is defined as the identification of meaningful trends in IT and the overall industry, then applying technologies to meet the end user expectations to build the IT infrastructure surrounding the end user.
Combined, these new approaches will assist IT to continue its leadership role.

Sujets

• Communication organisationnelle
• Business
• Computer security
• Economics
• Marketing et communication
• Business Communication

Informations

• Publié par: Archway Publishing
• Date de parution: 16 mars 2023
• Nombre de lectures: 0
• EAN13: 9781665738552
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

IT STRATEGIES IN THE POST-PANDEMIC ERA
 
CLOSED LOOP LIFECYCLE PLANNING © SERIES
 
 
 
 
 
BRUCE MICHELSON
 
 
 
 

 
Copyright © 2023 Bruce Michelson.
 
All rights reserved. No part of this book may be used or reproduced by any means, graphic, electronic, or mechanical, including photocopying, recording, taping or by any information storage retrieval system without the written permission of the author except in the case of brief quotations embodied in critical articles and reviews.
 
This book is a work of non-fiction. Unless otherwise noted, the author and the publisher make no explicit guarantees as to the accuracy of the information contained in this book and in some cases, names of people and places have been altered to protect their privacy.
 
Archway Publishing
1663 Liberty Drive
Bloomington, IN 47403
www.archwaypublishing.com
844-669-3957
 
Because of the dynamic nature of the Internet, any web addresses or links contained in this book may have changed since publication and may no longer be valid. The views expressed in this work are solely those of the author and do not necessarily reflect the views of the publisher, and the publisher hereby disclaims any responsibility for them.
 
ISBN: 978-1-6657-3856-9 (sc)
ISBN: 978-1-6657-3855-2 (e)
 
Library of Congress Control Number: 2023902660
 
 
 
 
Archway Publishing rev. date:   03/13/2023
Contents
About the Author
Dedication
Acknowledgement
 
Chapter 1       The New Post-Pandemic IT World
Chapter 2       The IT Budget
Chapter 3       The Trends Were Already Here
Chapter 4       Table Stakes
Chapter 5       “The Headwinds”
Chapter 6       “We have a management problem.”
Chapter 7       Change
Chapter 8       Self-Made “Headwinds”
Chapter 9       Facility Strategy
Chapter 10     The Conference Room
Chapter 11     Security
Chapter 12     Employee Turnover and the Pandemic
Chapter 13     The Recovery
Chapter 14     The Importance of Communications
Chapter 15     Certain Industries Will Lag
Chapter 16     Company Culture
Chapter 17     Meetings and Other Disruptions
Chapter 18     Buzzwords of the Future
Chapter 19     The Future as We “Know” It
Chapter 20     New Concepts
Chapter 21     Skill Sets of the Future
Chapter 22     Service Delivery Strategies
Chapter 23     Buying Habits Have Changed - IT Impact
Chapter 24     Behavior Driven IT
Chapter 25     Sustainability in the Post-Pandemic Era
Chapter 26     Employee Stewardship
Chapter 27     Redefining the Agile Business
Chapter 28     The End User Experience Versus Cost
Chapter 29     Conclusions
 
Appendix
ABOUT THE AUTHOR
Bruce Michelson
Bruce Michelson is an HP Distinguished Technologist (Emeritus) and the Manager of Close Loop LLC. Bruce has over 36+ years in delivering industry white papers and customer engagements. Bruce has delivered over 1,000+ white papers and over 350+ engagements.
As an author of 7 books regarding IT lifecycle management and industry segments, Bruce has numerous copyrights and patents. These copyrights and patents include expertise in User Segmentation © , Lifecycle Management, Cost of Change © , The Ready State © , and Appropriate Incumbent Behavior © .
Bruce is presently an adjunct at Florida Atlantic University in Boca Raton, Florida, teaching IT in health care and advanced systems design.
DEDICATION
This is my 7 th book about various topics in IT. Writing a book is an investment of time and energy that we as authors consciously commit. Our families also are a significant part of the writing process. The ups and downs, the days of writer’s block, and of flashes of enthusiasm are part of the writing process.
My wife of over 39 years, Victoria Macy, has provided me the support and guidance along the way through all of the books. Support includes being a part of the sounding board for observations and conclusions as well as insight into experiences. Support also includes the time away, simply writing.
My son Charles, has been a part of the review cycle for several of my books, including this writing. A writer himself, Charles has been an integral part of building the narratives and putting dialogs behind the words.
To my family, Victoria and Charles, thank you for the support over the years as we focused on new and interesting topics. Your insight has been valuable and quite unique. I am a better writer and person for your involvement. I could not have done these books without both of you.
ACKNOWLEDGEMENT
The impact of the pandemic should never be lost. The human toll taken, the emotional trauma resulting, and the overall changes brought because of the altering of our lifestyles should not ever be minimized.
This book, like many others, focuses on a time, post-pandemic, and views the changes that the pandemic brought to certain industries and disciplines. We must continue to remember that if not for the remarkable resilience of many selfless persons, the outcomes could be altered.
The author recognizes and thanks the front line and essential workers who despite all of the risks and concerns continued to do what they do best - help and guide others.
These people are truly remarkable and represent the best in character and actions. The term “hero” is perhaps used too often in our world today, but seems absolutely appropriate for this group of role models.
CHAPTER 1
The New Post- Pandemic IT World
A T THE TIME OF THIS book being written, we appear to be entering the endemic stage of the pandemic. This does not mean that the pandemic is at an end, only that we are entering another phase of the pandemic itself.
The pandemic has had the impact of accelerating many of the trends in IT that were already occurring, although at a different pace of adoption. As a result of quarantines and other restrictions, new service delivery models were defined and delivered by IT.
Working from home, learning from home, and other remote strategies were designed and implemented in a very short timeframes, out of necessity.
IT was not only up to this challenge, they excelled. In a matter of weeks, end users were aligned to their home offices, as an example, where they become very productive, very quickly. Similarly, remote learning became available for both higher education and K-12.
Almost every vertical industry was further enabled by IT strategies accelerated by the pandemic. Examples in bulleted format below, include such industries:
- Online retail
- Telemedicine and Health Care
- Remote collaboration among teams
- Remote customer engagement
- Increased automation for insurance
- Remote banking
- Public sector
The list is literally endless. The point is that the pandemic brought IT innovation to address problems that were never anticipated. The credibility and skills that IT brought to the industry and to the population cannot be over stated. Being able to drive a new workplace model for end users across the country (and the world) in a seamless manner is the literal definition of innovation.
While the innovation occurred, the ongoing operational support models were changing as well. Support strategies needed to be changed from onsite to remote alternatives. End user self-enablement models and tools needed to be created and in many cases modernized.
Every industry had its own sets of challenges with both enablers and inhibitors. It is important to remember that there remained during the pandemic mission critical roles such as first responders, health care professionals, customer facing personnel, and others for whom the onsite work continued. It is our fervent hope that their commitment and well-being continues to be recognized and their efforts rewarded.
The post-pandemic transition will be part of what Closed Loop Lifecycle Planning © believes will be the single greatest transition in our IT industry. Migrating from a device and IT centric model to an end user, services, cloud based infrasturure is the ultimate definition of transformation.
In this post-pandemic world, transformation is overused and perhaps consciously so. Transformation implies a forward looking, planned strategy for the future. However, the post-pandemic “transformation” is more of a modernization from decades old legacy IT strategies.
For many businesses in the post-pandemic era, legacy is a serious inhibitor to innovation. Legacy applications are prevalent in every industry. In many cases the legacy applications represent a mission critical requirement of the business. Replacing these applications requires significant capital and therefore the replacement is deferred as long as possible.
The pandemic accentuated a focus on the network and access. With the changing topology and design of end user working from home and remotely, the challenges were clear. All of the years that businesses invested in the networking infrasturure was now paying dividends.
In a similar manner, the investment that businesses made in collaboration while it may have seemed cost prohibitive pre-pandemic, now represents an expectation of end users.
Closed Loop Lifecycle Planning © draws a distinction between transformation, transition, and modernization. Transformation suggests a significant change or a wholesale change for new solutions. The entrance and exit costs are identifiable and often quite significant.
Transition is more tactical and focuses on the business as usual improvements, not a wholesale review of policy, process, and procedures.
Modernization is more of a migration. Identifying lifecycle gaps w