Abstract: Information technology and information systems are
currently at a tipping point. The digital age fundamentally transforms
a large number of industries in the ways they work. Lines between
business and technology blur. Researchers have acknowledged that
this is the time in which the IT/IS organisation needs to re-strategize
itself. In this paper, the author provides a structured review of the IS
and organisation design literature addressing the question of how the
digital age changes the design categories of an IT/IS organisation
design. The findings show that most papers just analyse single
aspects of either IT/IS relevant information or generic organisation
design elements but miss a holistic ‘big-picture’ onto an IT/IS
organisation design. This paper creates a holistic IT/IS organisation
design framework bringing together the IS research strand, the digital
strand and the generic organisation design strand. The research
identified four IT/IS organisation design categories (strategy,
structure, processes and people) and discusses the importance of two
additional categories (sourcing and governance). The authors findings
point to a first anchor point from which further research needs to be
conducted to develop a holistic IT/IS organisation design framework.
Abstract: Cloud computing has provided the impetus for change
in the demand, sourcing, and consumption of IT-enabled services.
The technology developed from an emerging trend towards a ‘musthave’.
Many organizations harnessed on the quick-wins of cloud
computing within the last five years but nowadays reach a plateau
when it comes to sustainable savings and performance. This study
aims to investigate what is needed from an organizational perspective
to make cloud computing a sustainable success. The study was
carried out in Germany among senior IT professionals, both in
management and delivery positions. Our research shows that IT
executives must be prepared to realign their IT workforce to sustain
the advantage of cloud computing for today and the near future.
While new roles will undoubtedly emerge, roles alone cannot ensure
the success of cloud deployments. What is needed is a change in the
IT workforce’s business behaviour, or put more simply, the ways in
which the IT personnel works. It gives clear guidance on which
dimensions of an employees’ working behaviour need to be adapted.
The practical implications are drawn from a series of semi-structured
interviews, resulting in a high-level workforce enablement plan.
Lastly, it elaborates on tools and gives clear guidance on which
pitfalls might arise along the proposed workforce enablement
process.