Whatever the goal for IT ultimately is within the organization, efficiency is what is pushing it. Maintaining multiple systems that have the same function is a waste of resources. In an article for The Enterprisers Project, Hussein Badakhchani explores some of the most common areas that have unnecessary duplication and how to best get rid of them. There are five areas that are prone to duplication:
- Mergers and acquisitions
- Internal restructuring
- Managed services
- Poor governance
- New duplication while attempting to be rid of duplication
A Fusion Reaction
Mergers and acquisitions are highly prone to duplication by their very nature. When one group of applications and services is selected over another though, gaps can result. This can be handled by simply updating the applications and services that have been retained to address the functions that are now missing.
When an organization is restructuring internally, they want to analyze IT services across all verticals to identify duplication. As for how to deal with this, Badakhchani says, “The target state definition will accommodate the singular workloads. The case where managed services don’t already exist demands greater attention.”
When IT fails to deliver what the business needs, shadow IT often arises to fill the gaps. This creates duplicate IT services. Instead, it is far more efficient to ensure that IT services will encompass all of the wants and demands of the customers, especially at the SLA level. This will decrease the need for shadow IT.
When large organizations have weak leadership, there is a problem of poor governance. IT may encounter problems with intentional duplication of IT services or even the refusal to take the time to remove duplication. In such cases, this is the recommendation:
Simple but powerful tools for correcting these behaviors come from user communities and performance objective alignment. User communities with participation from all business units can reduce the lack of communication and awareness that can lead to the creation of duplicate IT through ignorance. You could also connect managers’ bonuses (or the lack thereof) to the degree of adoption of managed services within their in business units.
Sometimes, a byproduct of attempting to remove duplication is the introduction of more duplication. Rather than creating brand new systems, a better approach might be to simply adapt the old. This will reduce the risk for creating a new duplication problem and falling down the rabbit hole of never-ending redundancies.
You can read the original article here: https://enterprisersproject.com/article/2016/2/strategies-eliminating-duplication-within-it