By Gerardo Wisosky, country manager Brazil at GeneXus International
The agitated dynamics of the business world creates a new need for companies that want to keep up to date in the market. The IT department has taken responsibility for innovation. Companies have demanded a more daring stance, presenting solutions, visualizing new products, services, technology or business models that can have a positive impact.
Thus, we are faced with the need for companies to assume two different profiles for initiatives based on information technology. One that supports operating routines and the other that generates innovations to leverage business. It is the role of IT professionals to design this bimodal strategy and ensure that it happens efficiently and assertively.
However, this reality of a bimodal concept is still new and raises many doubts for companies and professionals, especially with regard to its form of implementation. Initially, it is important for managers to understand that this bifurcation trend in IT departments is global and is expected for all companies that want to remain in the market. Large companies are the most likely to try a bimodal model.
Another factor to be considered is that the business and technology sectors operate at different speeds and have different priorities and resources. However, the financing of IT operations cannot be disregarded within companies, because they are, precisely, the future of profit growth. Part of the business sector's money must be constantly devoted to innovations.
It should also be understood that the bimodal IT strategy and sector outsourcing can coexist. It is a fact that many IT managers turn to outsourced professionals to handle basically operational tasks that do not require very specific skills. This does not exclude the fact that the bimodal mentality is applied within the sector.
The question of the need to create separate teams for the bimodal application also raises many doubts. We can say that the creation of different teams is not necessary. Many companies mix operations and innovations in the same team, and it is completely possible that, as long as they are well trained and oriented, the same people who support the old functionalities also create and execute the plans for the novelties. Ultimately, infrastructure and operation employees also tend to interact with innovation projects and this can even stimulate the work of those involved.
In the case of creating two separate teams to exercise the functions, we must highlight some points. Transitioning part of the team to a sector dedicated exclusively to innovation without the necessary communication and attention, can harm some employees, particularly those in the area of operation. It is important to understand that operational work remains essential, and therefore, the parties need to be seen with the same importance in achieving the common goal, which is nothing more than the delivery of the product and service. The truth is that professionals from both sides will face challenges and opportunities for advancement.
Bimodal IT can also be seen as a competitive advantage. Companies with decentralized IT departments have an advantage. With formally separate sectors and innovation teams inserted in the business units, it is likely that innovation will become easier and this can lead to competitive superiority.
Finally, it is important to talk about the implications that the implementation of the bimodal system can bring to the career of those involved. Professionals in a bimodal IT organization find themselves on two different paths. Both options have merits and paths to higher positions. Operational professionals can, for example, become a CTO or occupy positions at hardware and software vendors. Those in the innovation field can become CIOs. I believe that even with the segregation of teams, IT professionals will continue to have good job prospects.
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