Milan Hanson says, “Back when I worked in I&O we weren’t very popular. Not personally, mind you, but as a team. Why? Because we seldom satisfied user requests quickly, and sometimes not at all.  We were the defenders of stability, resistant to change.  Just maintaining the technology every day – “keeping the lights on” – took a lot of manual effort.  We chased down a lot of defects, and then we struggled to get fixes created and put into production. Sometimes the fix created a worse problem. It wasn’t a lot of fun, the pressure was grueling, and one by one we moved on to other jobs.

So today when I tell clients about transforming I&O from an under-appreciated cost center to a respected strategic advisor, I understand their skepticism. What does it take? For starters:

·        You have to change the monitoring and analytics technology.

·        You have to change the attitudes of the people within I&O.

·        You have to change the perception of I&O across the organization”.

A One-Year I&O Transformation

Forrester BLogs

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