A Corporate Librarian's Guide to Information Governance and Data Privacy by Phyllis L. Elin

Author:Phyllis L. Elin
Language: eng
Format: epub
Publisher: Business Expert Press
Published: 2022-07-02T00:00:00+00:00

Operations Management

Once an enterprise establishes a vision and strategy, it stands to reason that operations must then provide expertise on the best way to convert and execute that vision to be successful. This leads to a more grounded technical perspective on how best to achieve it as effectively, efficiently, and economically as possible. But again, where business and leadership should develop a vision that extends just beyond the event horizon of what is possible, technology must keep its feet planted on the ground, though not too firmly as to lose sight of opportunities or avenues for innovation and improvement.

IT operations can be extraordinarily complicated, involving the coordination of dozens of critical areas, which together ensure that hundreds, if not thousands of systems, servers, archives, applications, and processes that keep a company in business, have near perfect uptimes. And in the case of inevitable breakdowns or interruptions, a detailed and tested business continuity plan is in place to recover from virtually any contingency as quickly as possible. Thus, a vision to one may appear more like formal requirements to another; especially one who must leverage technology to bring it to life. Ideas become material and tactile and have moving parts, people, and processes that must work together within the laws of physics to get as close to that vision as possible. To that end, strong operations teams look for the most reliable, forward-thinking ways to solve problems and favorably position their organization relative to competition, using the finite resources at their disposal in terms of finance, teams, or technology. Companies with a robust vision, often though not exclusively in technology, focus on effective and innovative research and development apparatuses, which can deliver the best of both worlds; speed and stability to market while working out technical advances and improvements in a development setting with the hope of gaining a competitive edge against competitors over time.

Operations essentially operates within the enterprise like a business responsible for implementing and supporting IT services. Thus, the various departments they support, despite working in the same company, can be considered clients or customers. So, it is crucial to establish reliable frameworks to manage those challenges while at the same time ensuring they align with the organization’s strategic objectives. It is equally crucial to build trusting, collaborative relationships that will put all the key stakeholders in a position to be successful, which in turn bodes well for the overall success of the organization. Unfortunately, it is not unusual for different departments within the same company to develop antagonistic relationships, especially in the absence of strong leadership. This is often the case between business and technology, oftentimes exacerbated by a combination of crises and unrealistic expectations. SLAs are important, of course, but no more so than committing to amicable business relations from the top down.

Operations will also regularly engage in assessing new technology, from product demonstrations through increasingly formal reviews, starting with requests for information (RFIs) or RFPs. In most organizations, an RFI will accompany a demonstration of

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