Information Technology (IT) Process Capability
An Information Technology (IT) Process Capability is an organizational capability for an IT process (that relates to IT solutions).
- Context:
- It can range from being an General IT Capability to being an Organizational-Specific IT Capability.
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- Example(s):
- an ERP Capability.
- a Cloud Computing Capability - ability to leverage cloud infrastructure and cloud platforms
- a Mobile App Development Capability - ability to build and deliver mobile applications
- a Cybersecurity Capability - ability to secure systems, data, infrastructure and applications
- a Data Management Capability - ability to effectively govern, integrate and analyze data.
- an AI Capability/AI/ML Capability - ability to adopt and deploy AI systems/ML systems.
- a Legacy Modernization Capability - ability to modernize legacy systems and migrate to new technologyies
- an Agile Development Capability - ability to rapidly develop software using agile methodologies
- an API and Integration Capability - ability to leverage APIs and integrate between systems.
- an Organization-Specific IT Capability, such as a: PlayStation IT Capability.
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- Counter-Example(s):
- a Marketing Capability.
- a Sales Capability.
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- See: IT Capability Roadmap.
References
2022
- https://cio-wiki.org/wiki/IT_Capability
- QUOTE: IT Capability (information technology capability) refers to an organization’s ability to identify IT to meet business needs, to deploy IT to improve business processes in a cost-effective manner and to provide long-term maintenance and support for IT-based systems (Karimi et al., 2007). It is the ability to leverage different IT resources for intangible benefits.[1]
Information Technology (IT) Capability is an organization’s ability, by virtue of its IT assets and know-how, to create Business Value.
This capability can be, and is usually, attributed to the IT function within an organization. More appropriately, it should be attributed to the organization as a whole because no function within an organization is an island. Each gain from the other and, in turn, enriches them. This value “bleed” from one function to another cannot be quantified meaningfully. However, it exists. It can be positive or negative. When the organization plays as a team, i.e., the functions collaborate, positive value passes between functions. In this case, the organization’s capability is greater than the sum of its parts. The functions are better off together. Conversely, when the organization does not play as a team, i.e., is dysfunctional, the value bleed is negative. In this case, the organization’s capability is less than the sum of its parts. It follows that the functions are better off not being with each other! The net of this phenomenon is that no function within an organization would create the same value within another organization. For example, suppose an IT organization is moved from one company to another. In that case, it will deliver more or less but never the same value as it was created in the original company. This is true of any team. You may have noticed that a player is successful or more successful on one team versus the other.
- QUOTE: IT Capability (information technology capability) refers to an organization’s ability to identify IT to meet business needs, to deploy IT to improve business processes in a cost-effective manner and to provide long-term maintenance and support for IT-based systems (Karimi et al., 2007). It is the ability to leverage different IT resources for intangible benefits.[1]
2007
- (Karimi et al., 2007) ⇒ Jahangir Karimi, Toni M. Somers, and Anol Bhattacherjee. (2007). “The Role of Information Systems Resources in ERP Capability Building and Business Process Outcomes.” Journal of Management Information Systems 24, no. 2
- ABSTRACT: Many enterprise resource planning (ERP) implementation projects fail despite huge investments. To explain such failures, we draw on the resource-based view (RBV) of the firm to define various dimensions of information systems (IS) resources. Using resource-picking and capability-building arguments, we examine the relationships between IS resources and ERP capabilities to find out whether they have complementary effects on outcomes. Empirical results from a survey of manufacturing firms that recently implemented ERP systems support the hypothesized model. For IS research, this study further develops the complementary and capability-building roles of IS resources, integrates RBV into our current knowledge of ERP implementation, and provides theoretical explanations for when or under what conditions building ERP capabilities has the highest impact on business process outcomes. For IS practice, it emphasizes the importance of IS resources in building ERP capabilities, provides preliminary measures for IS resource dimensions, and demonstrates their impact on firms' ERP capabilities and consequent business process outcomes.