Information technology, from acritical point of view, is unmistakably an aspect that initiated mostbusiness’s revitalization (Langer, & Yorks, 2013). Such anassertion is clear with the prospects that people working in ITdepartment feel that the section is filled with opportunities, which,if utilized in the best manner, would lead to an everlastingamplification of functions. As per this realization, the Chiefinformation officer (CIO) in different organizations seem toappreciate this occurrence and employs the company’s best resourcesall in the name of making the entire process successful. Thepioneering process is diverse and different tactics are employed inmaking sure that, in the pursuit of the stipulated goals, the corefocus is not lost. Therefore, according to Wilson, the pertinent CIOshave to make sure precise measures are employed. That is, the use offences has considerably been verified as the approach that guaranteeseffectiveness in the use of Information Technology in most businessoperations.
When referring to fences, theactual focus is directed towards innovation assessment. Such asentiment is made on the notion that freedom from English dictionarydefines the ability to undertake specific tasks without anyconstraints. Hence, when referring to freedom amidst fences,confusion is destined to kick in (Wilson, 2011). For claritypurposes, when referring to fences and freedom in IT use in anorganization, the focus is concentrated on realizing the innovationaspects and the limits of their assimilation. Essentially, differentconditions initiate fences in innovative freedom, and each of thevarious conditions has distinct roles to play. First, innovation isan art, and maintaining balance is also an art (Stenzel, 2011).Therefore, a company focuses on being innovative and at the same timemaking sure the application is considerate of the company’sadministrative factor. Based on the balance and innovative aspectbeing art related, their manifestation in an organization marks theestablishment of conditions that call for right actions from theinvolved CIO.
Since balance and innovation arethe core reason fences are established in an organization, it isundeniably clear that art is the key reason CIOs have to make theentire process substantial. For instance, as per reflection oninnovation, it is clear that poor artistic nature copies while thegood creative nature steals. Such a ground may lead to questionswhether fences are sizeable for the attainment of the set ideal goalsby the CIO. First, since technology is the key reason behind theestablishment of fences, there is the need to appreciate that it is atool that is developed with the sole aim of addressing humanlimitations in different operational sectors (Williams, Hardy, &Holgate, 2013). Therefore, if the IT operations are destined toimprove the entire processes from administration to task execution,the use of fences, as a limitation to innovation, will guarantee workvictory as per the formulated patterns. Additionally, the consumershave come to appreciate technology as a tool that controls innovationand creativity. This creates a platform for a mutual approach for theinvolved teams.
And if we cannot train to theseideals, but only hire to them, is there a real measure of thesetalents that translates into the behavior that Stephens seeks?
The ideals as presented by theestablishment of fences in IT operations depict an image where onewould tend to believe they cannot be trained. Thus, the key questionfor effectiveness in this process is the efforts required making themsubstantial, may it be through hiring or any other process, by themeasure of specific outcomes (Turner, & Kutsch, 2015). Theexplanation for this occurrence is clear with the portrayal thatunderstanding how fences are used is imperative and the same degreesused in disciplinary actions, as per the traditional functions, canbe used in filtering the important aspects more so, the creativenature. Hence, the measure that is appropriate for a company’sprocess effectiveness is the attainment of balance and creativity.References
Langer, A. M., & Yorks, L.(2013). StrategicIT: Best practices for managers and executives. John Wiley & Sons.
Stenzel, J. (2011). Freedom withFences: Robert Stephens Discusses CIO Leadership and it Innovation. CIOBest Practices: Enabling Strategic Value with Information Technology, Second Edition, 1-40.
Turner, N., & Kutsch, E.(2015). Project Resilience: Moving beyond traditional risk management. PMWorld Journal, 4(11).
Williams, S. P., Hardy, C. A., &Holgate, J. A. (2013). Information security governance practices incritical infrastructure organizations: A socio-technical andinstitutional logic perspective. ElectronicMarkets, 23(4),341-354.
Wilson, J. H. (2011). Freedom atwork: Psychological empowerment and self- leadership. InternationalJournal of Business and Public Administration,8(1),106-124.