IT Department for a 21st Century Organization

By Majid Abai – Excerpt from the book, Cracking the Business Code

The New Focus of the Modern IT Department

Since usage of computers became prevalent in business, organizations have increasingly relied on their information technology (“IT”) departments to automate processes, manage infrastructure and information systems, develop applications, provide reports and analytics, and to protect one of theMC900439264[1] most important assets of any organization: information. 

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If you would like additional information on this topic or others, please contact your Human Resources department or Lighthouse Consulting Services LLC, 3130 Wilshire Blvd., Suite 550, Santa Monica, CA 90403, (310) 453-6556, & our website:

Lighthouse Consulting Services, LLC provides a variety of services, including in-depth work style assessments for new hires & staff development, team building, interpersonal & communication training, career guidance & transition, conflict management, 360s, workshops, and executive & employee coaching. Other areas of expertise: Executive on boarding for success, leadership training for the 21st century, exploring global options for expanding your business, sales and customer service training and operational productivity improvement.

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1 reply
  1. Peter Spooner
    Peter Spooner says:

    An excellent, clearly written and insightful article that casts light on an often neglected area of business. In my own experience in Australia, IT is indeed often seen as little more than a cost centre and the perceived culture of the one-dimensional “IT geek” is too often perpetuated by management to the great detriment of the organisation as a whole.

    IT people, particularly those involved in direct user support, often have an understanding of the day to day challenges faced by staff that’s not available to management due to a real or imagined culture of fear – the staff don’t feel empowered to raise these issues with management but are comfortable spilling their guts to the people who can fix their immediate challenge.

    Further, the staff members are often keen to blow off steam about wider logistic and strategic issues when they foresee them. The IT person then often faces the challenge of how to communicate this information to the potential change makers – and too often are dismissed as being the bearers of bad news and encouragers of dissent, rather than a valuable source of information about what’s really happening at the coal face, and the valuable insights that staff so often have.

    So what’s the answer? With today’s ever increasing reliance on well designed and bulletproof IT in most businesses, an enlightened owner might be well advised to have a seat around the table reserved for the IT folk and seek their input on a wide range of topics. They might be surprised what they learn before its time to put out the fires that a “head in the sand” approach and its accompanying inaction inevitably produce.

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