effectiveness Let’s face it - primary responsibility of IT today is a risk management, not investment into loosely defined concepts like Enterprise 2.0.

Forgive me for being sarcastic, but many, too many, enterprises have difficulties to execute their basic transactions well enough and we are asking them to re-focus on people rather than transactions. Social Enterprise will not keep enough people to focus on as customers, if it cannot execute it’s transactions.

Perhaps it is the end of the software as a set of tools we buy, play with, and shelf without producing any economic return. Perhaps business management, and that includes IT, should focus on engineering business processes which span over departmental “silos” and organizational divides to their customer’s communities, before shopping for tools to support these processes.

I am not a big fan of archetypical CIO, and completely agree with Mike Krigsman, who says:

It’s time for IT to leave the ivory tower and become part of the decision-making culture of the business. The entire notion of IT as being somehow separate, or having independent goals from, the non-technical parts of an enterprise is absolutely ridiculous.

but is it really an IT issue? I will never forget an expression on the face of my client’s CEO, when the suggestion for modifying sales commission policy to improve accuracy of forecast came from the CIO.

hierarchybit

Perhaps management scientists and practitioners could explain why the investments that suppose to focus on effectiveness of an enterprise is justified by efficiencies it suppose to bring in.