Perspectives on technology strategy, architecture, and long-term risk.
Do you sometimes wonder why the money you spend on IT feels more like a never-ending and ever-increasing tax on the business, rather than a strategic investment? [1]
Why is so much of the IT budget consumed by keeping the lights on, while comparatively little is directed toward meaningful change? [1]
To understand this, it helps to look at how organisations have approached technology over the past several decades.
Since the 1960s, organisations have invested in technology through a continuous stream of initiatives — each intended to improve efficiency, expand capability, reduce costs, or reach new markets [1].
This includes everything from data exploitation and analytics to automation, customer channels, and security capabilities [1].
Individually, these initiatives make sense. Collectively, they create increasingly complex and interdependent systems.
Over time, complexity accumulates. Systems become harder to change. Dependencies multiply. A larger proportion of the IT budget is required simply to maintain what already exists.
At that point, IT begins to feel less like a strategic investment and more like a necessary cost of doing business — a tax that must be paid.
The issue is not that organisations made poor decisions — it is that they made many reasonable decisions without managing their long-term consequences as a system.
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