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You are viewing ARCHIVED CONTENT released online between 1 April 2010 and 24 August 2018 or content that has been selectively archived and is no longer active. Content in this archive is NOT UPDATED, and links may not function.Extract of article by Gerry McGovern
A 2015 Ventana Research study found that the “only business unit not interacting with customers is IT.” Forrester Research reported that fixing an IT issue post launch is 30 times more expensive that fixing it during the design phase. The best way to fix such design issues is through observing how the design is being used.
It’s easy to blame IT but the fault really lies with senior management and current organizational models. Many organizations have ‘outsourced’ their technology competencies, and where IT does exist it is often treated as a service to be requested and paid for. This creates the opposite of a culture of collaboration. In fact, many organizations have deliberately created models that encourage internal competition rather than collaboration.
Cost management, linearity and silofication give the illusion of control. And, of course, multidisciplinary collaboration is developmentally more expensive, time-consuming and difficult because of all the inherent challenges of getting multiple disciplines to work together.
Read the complete article at Key Benefits of Multidisciplinary, Cross-Silo Collaboration