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In today's world of rapid technology innovation, financial
service organizations need to remain focused on the
business need. "Hot" hardware and software are only as good
as the business solutions they result in.
THE LOBUE PERSPECTIVE
Whether developing new systems, migrating legacy systems, or
designing e-commerce capabilities, everyone involved in the
process needs to keep sight of the business needs and
organizational priorities:
- Business Managers can still delegate the technical
work, but not the planning that drives it. Because defining,
funding, and implementing infrastructures, architecture, and
integration involve long lead times and the crossing of
functional boundaries, they demand top-level attention to
policy and careful definition of business and organizational
priorities to guide the choice of standards and pace and
degree of integration.
- IT Executives need to be comfortable with and skilled
in managing and planning for new the technology. In this
context, there needs to be an understanding of the
foundation concepts of the industry.
The role of the top IT executive (usually referred to as the
CIO) is moving from technical planning and implementation to
strategic planning. CIO's have focused on the planning and
implementation of specific information technologies, rather
than on long-term company strategy. The relatively limited
vision of the IT function is expanding, as knowledge
management is recognized by the CEO and board as a central
component of strategic planning.
The CIO is become increasingly involved with external as
well as internal customer support as information systems are
often presenting the entry point for customers to the
corporations products and services. However, there are
still issues to be resolved in most corporations:
- IT professionals and business managers face one another
across a gulf of unfamiliar language and culture and
frequently experience mutual frustration trying to bridge
it. A shared language helps, but more important it is a
shared understanding of the issues that underlie the
decisions.
- A gap also often exists between senior business
managers and IT managers. Older executives-for whom
computers were not part of their education, not part of
their move up the management ladder, and not a necessary
personal tool, are ill prepared to play an active role in
major IT policy-making and planning.
The key to effective technology integration is to marry the
knowledge, skill sets and priorities of the technology
organization with line business management.
THE LOBUE APPROACH
The LoBue Technology brings Real Experience
and a variety of programs and tools to
the challenges associated with effective technology:
- Business Integration. LoBue Technology consultants
work with clients to balance IT expertise with business
manager needs.
- Domain Expertise. LoBue Technology consultants come
from and focus on the financial services industry.
- Technical Skills. Consultants have worked on a wide
range of technology-based projects and as in-house IT staff
at outside corporations.
- On Budget. In a world where 80% of all technical
projects run over budget, LoBue guarantees projects are on
time and on budget.
- Measurable Value. Businesses are often unsure about
the value received from technical investments; LoBue
projects define and deliver measurable value.
REAL RESULTS
Partnering with clients in designing and
implementing technology solutions, LoBue has an 18-year
track record of success of improving business performance,
adding measurable value and creating permanent and positive
results. LoBue Technology provides:
- Successful project implementations that successfully
bridge the efforts between business and technology
organizations.
- Platforms and roadmaps that simplify and upgrade
current and future IT capabilities.
- Organizations better aligned with business strategies
with improved efficiencies.
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For more information on methods to optimize profitability, contact Sandor Heitler.
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