As I started my transition into a new job within Intel IT a few months ago, I discovered that one our internal IT strategic imperatives was “Partnership”. I have to admit that at first I dismissed this a simply one of many standard business leadership terms that any organization could choose to operate on (I hope Diane Bryant, Intel CIO, is not reading this ). However, I’m learning how critical partnerships are for a high functioning and value driven IT organization, both within the IT organization and between IT and the business groups they support.
With much of the focus these days on the lack of capital budgets limiting IT investment and innovation, IOrganizational Silos inside any business create natural barriers to innovation. Let Imagine if the architecture group creates a vision that can not be implemented by engineering or was is cost prohibitive in the manpower or solutions needed to implement it operationally. If we look outside the walls of the IT organization, we can also see how silos can negatively affect the business Server Huggers. A Server Hugger is someone who currently has or is demanding to IT that they have a physical server (or many servers) dedicated to their business function or department — they want to touch it, know it is theirs and know that they don This was at the heart of a discussion I recently had around Intel ITaccelerate virtualization inside our Office and Enterprise computing environments. Partnerships inside Intel IT can be seen in how we create and measure business value with our business partners, how our own IT organization encourages IT rotation and how we strategically align our IT planning efforts with our business plans. It is clear to me that our Intel IT Strategic Imperative of Partnership is much more than management lip-service Good bye Silos! Chris Peters, Intel ITEngage Intel experts in IT to IT discussions inside the IT@Intel community Follow me on Twitter