Architectural changes are not recorded, which leads to conflicts with existing functionality. As a result, from the IT team's point of view, tasks are "sawed" and the work moves forward, while the business does not receive value in the required volume. Or it does, but of low quality and with delays in terms of deadlines.
What to do . In the example above, the workflow tunisia whatsapp number data starts and ends on the business side, the IT department acts only as an executor. The business needs to implement processes that will help manage changes without significantly complicating the IT landscape. The IT department needs a reciprocal effort and a revision of the strategy for managing its own assets: tools, systems and resources. That is, each of the parties needs to adjust the organizational structure, introduce new roles, methodologies and areas of responsibility.
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Plus: businesses will be able to develop their online channels while meeting established budgets and deadlines, and IT will be able to make their infrastructure more understandable to businesses and clearly explain limitations.
Minus: transformation is always an expensive and lengthy process that requires a lot of expertise. And the choice between “more expensive, but with results” and “cheaper, but without results”, unfortunately, is not always obvious. The best way to manage transformation is to digitize all factors, define metrics and consistently and consciously move towards the balance zone.
What is troubleshooting and why does business need it?
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