Rogue IT
Today
I shall scratch the surface of the so-called “Rogue IT”, how it is affected or
enabled by the very nature of cloud and Software as a Service and whether
organizations should fight against it or just “ride the wave”.
A
simple definition of “Rogue IT” is the situation where organization departments
build and/or use their own applications without prior knowledge of the CIO.
Because such applications do not have a “legitimate” confirmation by the IT department,
it is often called “hidden technology”. Also, the costs relevant to that
software or service are called “hidden IT costs”. Obviously, they are not really
hidden; they just don’t appear in the I.T. annual budget sheet.
Rogue
IT is not a new concept. Even before the days of the cloud, departments sometimes
created pieces of “application software” to execute several tasks. This could
start from an intelligent spreadsheet, which incorporated formulae to extract
department-specific statistics but it sometimes grew extensively to local
databases with quite sensitive data. For example stand-alone CRM applications
built in MS Access which, among other things, contained some form of “Customer file”.
Of course, that meant that somebody from Sales or Marketing or whatever department
had some technical knowledge to build such applications (but this was often the
case!).
Now,
the cloud era makes things easier for rogue IT. Departments no longer have to
have any technical expertise to build the application that they need. If the IT
department can’t serve them fast and completely, they may choose to adopt some
cloud offering to do what they have in mind. A scheduling system to track your
department’s activity, a CRM for the Marketing, a ticketing system for Service
operations etc. The department head can allocate a percentage of their annual budget
to “invest” to such software solutions. They just make their own market
research and decide to subscribe to this or that SaaS service. The fact that
nowadays there are a lot of reputable SaaS solutions for any need drives the
potential growth of the Rogue IT. Also, by definition, it solves some “traditional”
problems that the Rogue IT users were facing: Who can develop a really workable
and reliable application if they are not real “IT guys”? Who and how will
maintain this application? What happens when the person who built that
application leaves the organization? How can this work in a multi-user
environment (departments don’t have access to setting up servers etc.)? These
days, one can subscribe to a SaaS service, have their users collaborate in a
cloud platform and immediately solve all of the above problems.
After
understanding how cloud enables Rogue IT, we must ask ourselves whether
organizations should fight against this trend or not. It seems that both
aspects have their pros and cons. Let’s have a look at the two sides of the same
coin:
Issue
|
Rogue IT is good because…
|
Rogue IT is bad because…
|
Costs
|
Costs
of rogue IT do not burden the annual budget of the IT department and so the
organization may find itself in a position that it invests in some new
technologies which otherwise it wouldn’t.
|
Rogue
IT costs may well go out of hand, if every department invests unattended.
This may significantly increase total IT spending without getting the
benefits that it would, if all these investments were centrally controlled.
|
Agility
|
If
a specific department no longer needs or is disappointed by the performance,
it may very easy choose to switch to another service. It can do so fast and
easy without depending on the IT department’s availability to lead such a transition
project.
|
When
switching between cloud services, somebody must have the control of what is
to happen with the data that were stored in the abandoned service and a lot
more technicalities pertinent with the organization data on the cloud.
|
Time-to-port
a new application
|
If
each department drives its own Rogue IT project, then things will move much
faster that having the IT department of the organization trying to serve
everybody and manage multiple projects at the same time.
|
If
nobody (the IT dept.) doesn’t have the central management of such projects,
then perhaps departments build their own logic, diversified from corporate
policy and maybe duplicate data and processes while they are implementing (e.g.
the CRM customer file can/should be only one for all purposes, like
Marketing, Sales and Accounting. Imagine the issues that arise if every single
department had their own customer file and updated it the way that they would
see fit!)
|
User
support
|
Rogue
IT users may be happy with the support that they get from the SaaS vendor.
|
IT
dept. hot support is missing.
|
The
above examples show that while Rogue IT is a reality (and will probably
continue to rise), there aren’t specific rules or arguments that drive the
decision to adopt or to abolish the use of it.
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