Digital White Papers

I L T A W H I T E P A P E R | K N O W L E D G E M A N A G E M E N T 12 B I M O D A L I T : O P T I M I Z I N G F O R B O T H P R E D I C T A B L E A N D E X P L O R A T O R Y G O A L S is properly up and running. Bimodal IT attempts to discover where the two silos meet and strike the necessary delicate balance between them. An IT department will only be successful if the two modes can be synchronized. After all, a tool that is innovative today will simply be part of the firm's foundational IT tomorrow. At what point does Mode 2 work become Mode 1 work? Bimodal IT aims to take good innovative solutions and synchronize them into the firm's legacy solutions so they're able to fully flourish. That task can seem daunting when an IT department is structured into siloed groups that focus only on traditional or agile work. This kind of "us vs. them" mentality can create friction that makes it more difficult for bimodal IT to succeed. Keys to Successful Bimodal IT One of the key components to bimodal IT is fostering integration and collaboration between the firm's modal groups. Rather than truly bifurcating your IT functions, it's possible to create a more integrated IT department than the name bimodal IT would suggest. While a given firm will likely always have designated groups working on Mode 1 or Mode 2 tasks, the individuals that comprise those teams don't necessarily have to be isolated from one another. IT professionals can work on both types of projects or contribute to both kinds of groups. Teamwork and collaboration won't break down simply because individual employees are not strictly designated as Mode 1 or Mode 2. In fact, the opposite is true. Working with both Mode 1 and Mode 2 colleagues will increase collaboration and communication within the IT department as a whole. Increased collaboration and communication can help build a firmwide understanding that both Mode 1 and Mode 2 work are critical for the organization to succeed. When your employees understand the various types of work being done and the roles those tasks play in the firm's success, your department as a whole is more likely to align its goals and methodologies, decreasing the friction that causes management struggles. Any effort to synchronize Mode 1 and Mode 2 will be greatly aided by ensuring that there are feedback loops between the two modes. Identifying the actual needs of the two groups is the only way to make sure that both are met. If Mode 2 isn't getting proper feedback from Mode 1, the IT department can quickly find itself heading down a path the firm was not actually intending to take. Another key to bimodal IT success is integrating scalable solutions wherever possible. Mode 2 is often seen as a move to the cloud, while Mode 1 is often left behind with the firm's IT foundation and infrastructure remaining on premises. However, doing this can leave you stymied by restrictions when you need to implement more innovative solutions. In-house solutions simply can't move at the same speed as those offered by cloud providers. That means that your Mode 2 work is limited by the speed of your Mode 1 work if you leave it where it currently is. When your employees understand the various types of work being done and the roles those tasks play in the firm's success, your department as a whole is more likely to align its goals and methodologies, decreasing the friction that causes management struggles.

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