IT managers need to prepare for change

Analyst warns that CIOs must acquire new skills

Gartner says eight major trends will drive change

IT directors and chief information officers (CIOs) should brace themselves for a radical transformation of IT’s role in the business, says analyst Gartner.

The research firm will tell delegates at the Gartner Symposium/ITxpo 2007 in Barcelona next month that business information, processes and relationships will fuse with IT.

‘People need to lift their heads out of the box and look at emerging trends and not get buried

by today’s agenda,’ said Roger Fulton, Gartner analyst and chair of the Symposium/ITxpo.

‘The decision-making body of IT will have to focus on what role it is playing in an organisation. Today the majority are playing the role of engine room manager, but there are significant changes ahead for CIOs.

‘They will have to manage relationships with suppliers, users and with key customers

increasingly demanding more access to systems, so that CIOs find themselves having to punch holes in the firewall,’ he said.

Gartner has identified eight major trends driving change, including transforming the management of IT, increasing commoditisation, and globalisation.

Fulton says CIOs will have to learn new management skills to cope with growing numbers of international agreements.

‘IT managers can micro-manage internal resources, but managing external providers is different and too many people are working in the dark,’ he said. ‘Managers need to think about collaboration and how they recruit and develop teams.’

Gartner believes commoditisation of the IT sector will continue, despite start-up organisations coming to the fore.

The analyst believes hardware prices will continue to fall, which is good from the perspective of reducing costs, but it warns IT managers about the perils of getting locked into relationships with suppliers.

Other trends include inspiring innovation and increased use of social technology.

‘Management roles will change and CIOs need to make decisions about their future,’ said Fulton. ‘Are they part of the management team, a back-room boy or someone who manages an outsourcing relationship?’