DSI and professions: a relationship that can change

Opting for a collaborative approach, aimed at making businesses responsible, is the most beneficial of the traits. DSI/business collaboration has become a necessity for efficient corporate IT tailored to user needs.

As businesses implement more and more SaaS applications, CIOs, frustrated, will only see a growing portion of IT escaping them. The fight is useless, they will get more benefit from being with it instead of opposing it.

Opting for a collaborative approach, aimed at making businesses responsible, is the most beneficial of the traits. DSI/business collaboration has become a necessity for efficient corporate IT tailored to user needs.

The Top down IT vision is complete

By 2030, 85% of SaaS will be directly implemented by businesses. Seeking autonomy and new tools, employees select and install their own applications without consulting the IT Department. Long defined as Shadow IT, this systematic practice, now called “IT decentralization, is not without risk for companies: security breach, theft or loss of data.

Also to force professions to fall in line, CIOs are developing more expensive and rigorous processes. A practice that does not create tensions between CIOs and professions. Because who is better placed than employees to communicate their needs? Who is better than the IT Department to assess the suitability of business software to the company’s IT infrastructure or the security of extended IS?

To find a balance between IT decentralization and IT infrastructure protection, CIOs have no choice but to guide and train professionals with the goal of self-management in IT that respects the company’s framework. .

The SaaS boom is bringing about a real paradigm shift

Faced with the explosion of SaaS, IT departments can no longer hope to regain control of their SaaS ecosystem by centralizing everything.

IT decentralization is far from limited to one department, it should be supported by the overall management and considered as a real business project.

The challenge for the IT Department therefore involves managing departments by giving them autonomy to choose their own tools while controlling risks. DSI has taken on a change management role where it orchestrates the use of traditional applications, in addition to cloud-based ones, controls risks and maintains the technical architecture of the organization.

The IT department is no longer in charge of deploying everything, but in laying a fertile ground for collaboration. It should play a strategic role by allowing the democratization of IT access while establishing a framework for the implementation and deployment of SaaS solutions. In this redistribution of tasks, businesses can be equally responsible for their own technology choices.

A real revolution in IT management is underway. There is a good balance to hit, which allows employees a certain level of autonomy, while ensuring that they go through the appropriate pathways for SaaS adoption.

It is up to the organization to find simple rules to implement the right tools, with an emphasis on data protection. Not all SaaS should be equally applicable. Protections are required depending on the level of criticality (Business, GDPR, security).

The SaaS portion of Core IT that affects the company’s own infrastructure should be managed by the IT department. On the other hand, IT SaaS applications, with minimal risk, can be directly managed across business lines.

Therefore, DSI must be able to rely on “sponsor” employees; department referents who are aware of good practices and are the guarantees of good internal policy compliance.

“App Store” or the democratization of IT in complete security

This operation envisioned in the form of a corporate “App Store” allows businesses to get DSI-approved applications in one click. If in doubt, they can submit a request for evaluation to ensure compliance with company rules.

This autonomy is also a terrible retention and recruitment weapon. For employees, especially the younger generation, working with tools that are inefficient and possibly evolutionary is a complete “no go”. A risk of not getting caught in the middle of a talent war.

The challenge for large companies is daunting: claiming the availability and breadth of underground digitalization is far from objective. IT centralization is no longer a place in the world where technology is the main vector of agility and innovation.

Businesses need to be real stakeholders in the IT park and the IT Department, in return, provides a safe framework and good practices. A winning freedom/security combo on the line!

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