How can you identify areas in your IT department that need innovation and change?

Conduct Stakeholder Interviews Employee Surveys and Feedback Benchmark Against Industry Best Practices Monitor Key Performance Indicators (KPIs) Review Technology Trends Evaluate Customer and User Experience Review Incident and Problem Reports Perform Process Audits Evaluate Security Posture Review Project Performance Explore Collaboration Opportunities Assess Training and Skill Gaps Review Vendor Relationships Track Regulatory and Compliance Changes Encourage Innovation Culture These approaches can create a comprehensive assessment of the current state and identify areas that require innovation and change.

De acordo com a minha experiência, a primeira mudan?a a fazer para que todas as demais aconte?am de forma fluida é a forma de liderar seus times de TI. é necessário ter em mente que precisamos praticar a lideran?a humanizada e o reconhecimento, mesmo que de pequenas conquistas, pois isto faz toda diferen?a no dia-a-dia das pessoas, tornando o ambiente de trabalho leve e colaborativo. Uma ótima sugest?o é come?ar conhecendo seu time, invista tempo em conhecer as habilidades, interesses e aspira??es individuais de cada pessoa que faz parte da sua equipe. Isso cria um ambiente onde todos se sentem valorizados e compreendidos, com isso, qualquer mudan?a que você planeje fazer em rela??o a inova??o ou qualquer outra área vai fluir positivamente.

When in a new IT Leadership role, especially related to ITSM I have found it very beneficial to Identify areas in your IT department(s) that need innovation and change. It a perfect way to make an immediate impact and helps with your 30-60-90 day roadmap. My top 5 suggestions are: 1) Regular assessments - infrastructure, systems performance and security 2) Engage with IT staff - foster open communication 3) User Feedback - frustration, areas for improvement, technology 4) Establish KPI/Dashboards - baseline and regular review for effect/improvement 5) Cybersecurity - areas of vulnerabilities, protocol enhancements

Saber os pontos fracos e fortes s?o importantíssimos porém acredito que a mentalidade de aprender sempre será extremamente importante para observar os sinais de mudan?a de mercado e acelerar a inova??o, sem ter medo de mudan?as

From my perspective, it's all about reenvisioning! Put the users together with the Business and Solution Architects and let the listening and reenvisioning happen. The Solution Architects lay out the "Buffet of Options" for how things could be--the "Art of the Possible" for the User Community and together, through structured Reenvisioning sessions, stakeholders and architects work together to quickly reenvision business processes, opportunities, and threats and more. This way the entire team is working together actively toward a solution rather than simply checking boxes on a survey.

I would say this should be first so that you can work backwards from there and deliver on those areas that have the broadest impact and fruitful results. Very few areas of IT or Cybersecurity exist without a business stakeholder that they are accountable to.

Principalmente quando n?o está claro para você por onde come?ar essa é sem duvida a melhor alternativa. Afinal, seus clientes e stakeholders tem uma vis?o um pouco mais externa a sua equipe, podendo apontar pontos que talvez nem se desse conta que precisam ser melhorados. Além de ser importante nesse processo de inova??o e melhoria, o feedback constante é muito importante para que essa cultura de manter o que está bom e corrigir/melhorar os outros pontos n?o se perca.

Estejamos atentos aos nossos clientes, a quem deve ser direcionado a nossa entrega de valor. Aos seus comportamentos e padr?es, para que n?o tenhamos o risco de construir um produto desconexo e sem sentido.

Falo todos os dias Comunica??o é primordial! Mas a comunica??o clara, por mais que todos saibam do que est?o falando, que seja repetido e nos momentos necessários formalizados, assim todos est?o alinhados e olhando para mesma dire??o

You need to listening people from any area and figured out what can be automated or improve due to repetitive manual actions. Releasing people from doing basic things you can focus on the important actions to be done. One of things to help you in, is to think, what we still use papers? Can be digitalized? Automated? So listen and do it together!

It's important to contextualise the problem, and to map relevant proposed technology that would actually solve a problem. When in doubt, go back to the problem statement. It is tempting to follow trends and buzzwords for the sake of it, but that carries a high risk of mismatch, overkill or bad investments. Process and technical knowledge is equally important and nothing is more dangerous than oversimplifying a problem to fit your competitor's - that only leads to an oversimplified solution, arguably worse than overcomplicating it.

This is one area where bringing in a consultant is almost a necessity. Consultants have a very wide range of experience across many industries and as such there knowledge on best practices is invaluable. Of course do your own research on the subject but definitely include a consultant.

Discover a common pain in the market segments: What kind of problems neither your company or competitors could solve? This can be a great turn point to build an inovative solution. Alternatively, study solutions in similar, but not equal, market segments and how this companies solve customer pains. Adapt and bring them to your market. Innovation is also about adapt existent ideas in new businesses.

Como atual consultor em TI para empresas de pequeno e médio porte, você precisa estar alinhado com as últimas novidades em todas as áreas de TI para prover as melhores op??es ao seu cliente.

Mantenha-se atento ao mercado, as boas práticas, as conquistas, ao que tem dado certo, mas também ao que n?o tem dado certo. Fique atento para n?o estar apenas na ferramenta do momento, ao framework badalado. O seu sucesso vai estar atrelado a essa maturidade e também a capacidade de ouvir seus times, e colaboradores que vivem o dia a dia.

No job is done without team work. Team work will help every one to achieve individual as well as company goals.It is integral part of real life as well as professional life.

Collaboration with your team and more important your consumers of the technology (the business) is key to understand the benefit and value of change to your organization. Gaining this view of where you are will help you produce a benchmark to measure against and support the business case. Collaboration will also provide a different view points beyond your own and insight into the business and potential risk and challenges through technology change. Involving your team early will provide transparency in promote trust and empower them to be in involved and have an opinion and support the effort if you proceed.

Rather than kicking the can on longstanding pain points, make it a goal to rally the team to fix inefficiencies and make jobs easier across the entire vertical. And much like Maverick in Top Gun, if you can be the first to show the team that it can be done, they’ll be motivated to go out there and achieve excellence rather than avoid failure.

The steps to obtain the goal that I talk about in the first section must be derived by the team who will be implementing the steps to get that much closer to the goal. Without complete buy-in from all team members the risk of failure increases. Playing to people's strengths and invoking a well sharpened Emotional Intelligence to manage the team are ways to make a strong, successful team that will reach their goals.

Involving your team and employees in the process of innovation and change within the IT department is vital for success. Their engagement can lead to more effective solutions and a more substantial commitment to implementing changes.

Ja tive muitas experiências com inova??o, e só come?amos a ter resultados reais depois que contratamos uma capit? da inova??o. Sempre teremos muitas ideias, ainda mais se tivermos uma equipe diversa, a quest?o é desenvolver essa ideia. Tirar do papel para a eletiva. O capit?o de inova??o vai gerenciar isso. Ah, importantíssimo escolher métodos, o design think é excelente para isso.

A fase de valida??o por meio de provas de conceito, protótipos, pilotos e experimentos é fundamental por que permite testar ideias no mundo real, coletar feedback valioso e fazer ajustes antes de um lan?amento em larga escala. Um abordagem iterativa e que minimiza riscos e aumenta a probabilidade de sucesso das iniciativas de inova??o.

It'd be essential to prioritize and validate your ideas, especially in an IT context, to ensure that resources are effectively allocated and that the initiatives undertaken will likely succeed and bring value to the organization.

Según mi experiencia hay varias formas de lograrlo, quizás las mas importante es colaboración e intercambio de ideas, con colaboradores y también con pares, la experiencias de colegas es una grandísima ayuda, formar grupos de CIOs donde se comparten experiencias y se pueden observar implementaciones colaboran para tomar una buena decisión.

Acredito que o primeiro passo é decidir onde queremos chegar. Ter muitas ideias e priorizar as mesmas é muito importante, mas se n?o tivermos um objetivo final claro, as coisas e pessoas se perdem e no fim nada é realmente alterado e n?o há inova??o.

Definir seus critérios para medir o desempenho e monitorar os KPIs definidos para mim s?o os pontos mais importantes. Tudo aquilo que n?o é monitorado nem medido, n?o tem como ser melhorado.

I really like to automate manual tasks using Ansible playbooks. And for this, after develop my code I perfom many tests using LAB servers... After have good results, I perform tests running for one server of each environment INT.. MO.. STG...DEV.. PROD. If I receive a successful status I schedule the playbooks to run automatically, and keep following the results ??

Let your Team propose their plan and give advice and coach them to find a solutions and fully support Team when we decided to implement

Utilize métricas-chave para medir eficácia e ajustar abordagens conforme necessário. Estabele?a um sistema robusto de monitoramento e feedback contínuo, envolvendo a equipe para garantir o sucesso das inova??es e a capacidade de adapta??o a novos desafios no departamento de TI.

I agree that inspection is very important, but as we use agile principles, we also need to adapt the changes to ensure the direction we are going aligns with the results we are aiming to get.

Cuando los objetivos y resultados de TI no son visibles en el EBITDA de la compa?ía, es hora de replantear el área de TI. Un buen punto de inicio es agregar a un equipo de procesos de negocio al equipo de TI, y dejarlos ser el intermediario con el negocio.

In addition to the above, it is important to have a process documenting lessons learned from various projects. This creates a knowledge base, that can be reiterated and reused, and avoid losing previous good work, or learn from previous plateaus.

En opinión, se debe tener en cuenta y observar que tan alineados están los equipos de TI con el negocio, considero esto como un punto de partida para poder determinar de manera objetiva si se requiere innovación y/o un cambio, ya que hablar de innovación como “algo” que no esté orientado y perfectamente relacionado al crecimiento del negocio y/o algún objetivo de la organización no tendría sentido, los equipos de TI deben evolucionar de 100% técnicos a una participación activa del negocio; como mejorar los productos y/o servicios, los diferenciadores, experiencia al cliente, entre otros

After each project, do a project post-mortem and involve the entire project team including stakeholders and SMEs. What went well during the project? What could have been done better? For items that could have been done better, brainstorm with the team on alternatives and implement on the next project. This will foster a spirit of continuous improvement and that there is always room for improvement.

Make sure that feedback loops are embedded in day to day activities. Make sure that time to market and time to value metrics are automatically computed and shared transparently.