Gartner Insights Abstract

ITのビジネス価値を説明する際には、ビジネスの「維持・運営 」と「成長・変革」のストーリーに分ける

Published: 29 May 2024

Summary

ITのビジネス価値を魅力的に伝えることが難しいと感じているCIOは、2つの価値のストーリーを作成するとよい。すなわち、継続的なオペレーションをサポートして維持する「維持・運営 (Run)」のストーリーと、イノベーションおよび成長を可能にする「成長・変革 (Change)」のストーリーである。これらはどちらも重要なストーリーであり、それぞれの構成要素およびオーナーシップは固有のものとなる。

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要約

主要な所見
  • CIOおよびIT部門の責任者たちは、すべての業務とテクノロジについて、技術部門かビジネス部門かを問わず、あらゆるオーディエンスにとって等しく価値を提供するかのように語ることが非常に多い。

  • CIOが、新たなIT投資 (成長・変革のための支出) の価値をステークホルダーにとっての価値と結び付けたり、その支出の優先順位をビジネス目標やビジネス目的への影響を勘案して設定したりすることは、ほとんどない。

  • ビジネスを継続させるためにITがどれほど貢献しているのかという点が、テクノロジ、プラットフォーム、機能、人件費に関する戦術的な会話の中で見失われ、ITが実現するビジネス機能と成果、そしてITが提供する価値に対する注目が薄れている。

推奨事項

ITのビジネス価値を説明しようとしているCIOは、以下を行う。

  • ITのビジネス価値を説明する際には、2つのストーリーに分ける。具体的には、(1) 成長・変革のための支出の価値 (新たに創出される価値) と、(2) 維持・運営のための支出の価値 (実現される継続的かつビジネス・クリティカルな成果) の2つを説明する。

  • ステークホルダーが価値をどう見積もっているかに注目し、投資対効果を測定して、成長・変革のための支出の価値を説明する。

  • ITの活動をビジネス成果および組織のミッションへの影響度と整合させることで、維持・運営のためのIT支出の価値を高める。

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Analysts:

Hiroyuki Katayama

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