How Bimodal IT Can Kill Your Company - InformationWeek

InformationWeek is part of the Informa Tech Division of Informa PLC

This site is operated by a business or businesses owned by Informa PLC and all copyright resides with them.Informa PLC's registered office is 5 Howick Place, London SW1P 1WG. Registered in England and Wales. Number 8860726.

IoT
IoT
IT Leadership // Digital Business
Commentary
5/11/2016
10:06 AM
100%
0%

How Bimodal IT Can Kill Your Company

Is bimodal IT the way to get innovation and stability right in the enterprise? Or will kill your company? John McCarthy of Forrester says it's far more likely to do the latter than the former.

6 Secrets 100 Winning IT Organizations Share
6 Secrets 100 Winning IT Organizations Share
(Click image for larger view and slideshow.)

There's a movement in the IT world that says there's room for both the tortoise and the hare. Groups charged with being innovative and agile don't have time to sweep the floors and keep the lights on. Teams responsible for basic blocking and tackling need to concentrate on being safe and reliable rather than highly innovative. This "bimodal IT" scenario is the key to successful big-enterprise IT, experts say.

Forrester's John C. McCarthy begs to differ.

In a recent report, "The False Promise of Bimodal IT," McCarthy admitted there's no mystery about why CIOs are looking for new processes or architectures to help them keep up with the fast-paced, rapidly shifting demands of their business. What he questions is whether bimodal IT is the best way to do so -- especially when he looks at IT's long-term future.

Gartner defines bimodal IT like this:

Bimodal IT is the practice of managing two separate, coherent modes of IT delivery, one focused on stability and the other on agility. Mode 1 is traditional and sequential, emphasizing safety and accuracy. Mode 2 is exploratory and nonlinear, emphasizing agility and speed.

Companies look at the definition, see it makes sense for this week's challenges, and charge forward. McCarthy said he started exploring the real benefits and drawbacks when some of those companies began talking with him.

(Image: geralt via Pixabay)

(Image: geralt via Pixabay)

"The whole thing started with a bunch of clients complaining. We started to dig around and think through it and it just didn't work," McCarthy said in a telephone interview with InformationWeek. The root of the problem is bound up in basic physics, he said. "What happens when you bring two things spinning at different rates together? Friction. That brings heat, and that brings fire. That's the tension we were talking about," McCarthy said.

In the report, McCarthy said bimodal IT does several things that are counterproductive for a company trying to move forward. Among the most egregious? According to McCarthy, bimodal IT gives executives the comforting, but misleading, message that backend systems can be safely left as they are. It keeps significant portions of the IT infrastructure insulated from business units and customers.

[Is it time to say goodbye to IT? Read The End of IT: More Questions, Some Answers.]

McCarthy said security-seeking CIOs have enablers among technology vendors. "You could make the case that bimodal continues the cozy complacency between CIOs who don't want to transform and vendors who don't want to change," he said. "I don't think the strategy is going to work for a lot of these companies and a lot of these vendors."

For McCarthy, bimodal IT has two side effects that can have a significant impact on a company. The first is that it makes IT too slow. In his report, McCarthy wrote, "Customers' expectations are evolving more rapidly than ever before. The faster you execute, the more quickly you will win them over." When a portion of the IT operation is focused on not moving quickly, it can prove to be a drag on the entire group. The impact on customers, specifically, is part of the second side effect.

The second side effect, inherent in holding part of the IT operation aside to be inward-focused, means a portion of the company isn't looking at customers. The focus on customers, more than speed or a particular discipline, is what McCarthy sees as the critical differentiator in companies that are succeeding.

"It's not just all of the agile-based technology methods that companies have to deal with, but you see the leaders building a more modern end-to-end process and toolkit," he said. "They're using design thinking and minimum requirements to see what truly adds value to the customer. Without that you're just using agile to do the wrong thing more quickly."

Companies clinging to bimodal IT are holding on to a practice that can't be successful in the long run, according to McCarthy. The only question for CIOs is whether they will make the move away from bimodal on their own terms, or under duress. "The economics, the deliverables -- all these things are tectonic plates in IT that are shifting," said McCarthy. "Will the CIOs make the change, or will a new shift in senior management force the change?"

Curtis Franklin Jr. is Senior Editor at Dark Reading. In this role he focuses on product and technology coverage for the publication. In addition he works on audio and video programming for Dark Reading and contributes to activities at Interop ITX, Black Hat, INsecurity, and ... View Full Bio
We welcome your comments on this topic on our social media channels, or [contact us directly] with questions about the site.
Comment  | 
Print  | 
More Insights
Comments
Newest First  |  Oldest First  |  Threaded View
Christopher O'Malley
94%
6%
Christopher O'Malley,
User Rank: Strategist
5/12/2016 | 2:40:44 PM
Talk about your bad ideas...the best hope for Bimodal IT is to become content for a future Dilbert cartoon!
I somewhat jokingly make the comment, "Employing Bimodal IT is like hiring Dr. Kevorkian to be your family physician."  The points made by John McCarthy of Forrester in this article are impressively accurate and gets to the essence of the chicanery of Bimodal IT. 

Competitive strategy, for nearly every type of enterprise, must put digital customer experience at the top of the priority list. CEOs and CIOs must articulate a worthy/noble vision; foster an inspired/innovative culture; and enable employees with the right process/tools to continuously improve on digital customer experience.  As Mr. McCarthy states, "Customers' expectations are evolving more rapidly than ever before. The faster you execute, the more quickly you will win them over."  Every part of an enterprise needs to be maniacally customer focused and become relentless in continuously improving ability to smartly respond, iteratively with customer feedback, through an ever increasing digital channel.

The bad Bimodal IT idea that a "house divided against itself" will prevail in midst of these digital realities is comical. For digital disruptor startups, a large enterprise singing the praises of Bimodal IT is like putting blood in the water. 

Those responsible for customer experience in large enterprises (which is just about everybody) need every person and digital asset available to them to enrich the digital experience. Their success will be in measured in their ability to convert ideas to delivered customer experience in the form of code and data.  They need all the people they deal with and all the assets they might require to be on the same, urgent, page.  CIOs must remove any and all constraints to achieving this model.  The fact you can deploy 1000s of mobile application and only deploy 100s of mainframe application on use cases that depend on both means you are allowing constraints to exist in a system that needs as much quality, throughput as possible.

The best news is that large enterprises can do what's required to thrive in the digital economy.  Throw out those books on, "Managing Decline in a Digital Economy" and run away from calls to join the likes of Gartner, IBM and CA in some oddly, weird murder/suicide pact.  Rather, take proven leadership steps to transform IT into a customer centered organization with ONE inspired culture, ONE modern end-to-end lean/agile/fast process and ONE modern toolkit. It ain't easy, but no sustainable competitive advantage ever is.  Let the fun begin and let's show the cynics/doubters/risk-averse of the world how being big and fast can create an unfair competitive advantage in the digital economy.  Play to win!
Slideshows
What Digital Transformation Is (And Isn't)
Cynthia Harvey, Freelance Journalist, InformationWeek,  12/4/2019
Commentary
Watch Out for New Barriers to Faster Software Development
Lisa Morgan, Freelance Writer,  12/3/2019
Commentary
If DevOps Is So Awesome, Why Is Your Initiative Failing?
Guest Commentary, Guest Commentary,  12/2/2019
White Papers
Register for InformationWeek Newsletters
Video
Current Issue
The Cloud Gets Ready for the 20's
This IT Trend Report explores how cloud computing is being shaped for the next phase in its maturation. It will help enterprise IT decision makers and business leaders understand some of the key trends reflected emerging cloud concepts and technologies, and in enterprise cloud usage patterns. Get it today!
Slideshows
Flash Poll