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Technology delivering technology

It has been every organization's goal, the industry where they operate included, to have a technology and help run and facilitate every, if not particularly the high-value, area of business.  Sounds just what technology is for almost everything that humans do, including their businesses. Right? It's what the technology team must do and they did.  However, some of the actions they are emulating doesn't seem to be true at all. It's still about technology for the sake of technology. This is not only wrong, it is breaking the very notion that technology is helping people and it is always there whatever they do. When technology arrives and they use it, what happens is the usual messy experience that they already had from the past, and to think they are now on the new ones and still encountering the same problem. Imagine why some organizations can do it better and had been always ahead. Meaning, problems are contained that people didn't even notice there was any, no matte

The wellbeing of the companies and stakeholders is where decision makers and senior managers causally act on

So many trending mechanisms as well as initiatives can supposedly help IT efforts to function effectively and securely. Yet the figure is unprecedented and more costly for victims of incidents. Whether or not this is caused by an internal misuse, intentionally and not, or directed attack from outsider. Why can't organization replicate the effectiveness of others in its application and use of IT? It probably is their understanding of the language. It causes a different, most of the time inferior adaptation of the technology.

Imagine the two things simply apparent to many practitioners, both in business and technology, about ICT. Non-stop technological advances. International standards document is relatively low priced. What matters here are their continuous improvement. Still failures continue to manifest and records are especially made by big organizations.

Our belief is that it is in the efficacy of the decision makers and managers to deal with crucial matters in IT—especially if boundaries are not conjoining—only if it learns how to intervene. Here is where we draw the line that manager and head of IT have different responsibilities. The decision maker pursues its management strategy and the head of IT build company’s computing architecture. That alone clearly delineates how affairs are being executed at each end of the organization, of course, with ingenuity.  

It is a fact that IT in its own right is complex primarily due to misunderstanding—from the managers up to the end-users—and expensive due to an outright mistake and waste during acquisitions. There is also a notion that IT is performing well when it is not. Why risk management is directly assigned ownership to decision makers, now often attributed and extended to IT, and being put as an additional burden to doing business when it is not so (naturally with IT)? They said it is a matter-of-fact that risk exist in IT, maybe, when they owned it, or maybe not, if they don't.

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