Knowledge Byte: What is High-Velocity IT?

Blog Post • Best Practice Insights •

Some digital organizations are more digital, and some are less. Likewise, some organizations have higher operating velocity than others.

An organization having a higher velocity does not mean it will always be having a positive impact on the business. The velocity at which an organization should operate depends on its nature. Some organizations might require high velocity for its operations. However, for some organizations, a lower velocity can be beneficial. Therefore, high velocity cannot always be a better step. Organizations should not try to have higher velocity just for the sake of matching the competitor’s standards.

Applying the high-velocity IT to the entire organization is not necessary. Let us consider an example of an organization that has dynamic customer-facing systems that require high-velocity IT way of working for their efficient management. On the other hand, its back-office has legacy systems that the organization can manage more easily by following the traditional way of working.

Characteristics of Key Points Related to High-Velocity IT

Let’s discuss the key points in detail.

  • Keep the utility and warranty intact.
    • High velocity often referred to as high performance. It does not mean it will negatively impact the utility and warranty of the solution. Some situations might occur where organizations consciously choose to take risks to gain a competitive advantage. Organizations also take some risks unconsciously due to a lack of understanding and dilution of warnings (before the information has reached decisionmaking levels). Decision-makers can also take risks due to the influence of one-sided targets.
  • Has speed and direction.
    • In scientific terms, velocity has both speed and direction. You can interpret high-velocity IT as doing the right things to meet the business requirements and making the right decisions about investment and sustainability.
  • Involves costs and risks.
    • High-velocity IT provides organizations with higher degrees of digital enablement. However, increasing the operating velocity of an organization always involves costs and risks, especially in the case of changing any step than a gradual improvement. Therefore, analyzing whether the increase in velocity will be a prudent investment is essential. Some organizations do not prefer to undertake transformation and increase the velocity due to:
      • Higher priorities in hand
      • Unacceptable Return on Investment (ROI)
      • Amount of cultural change involved that is too difficult to manage

About the author

Marcel Foederer
Master Trainer at ITpreneurs and ITIL 4 Lead Architect

As an IT Service Management trainer, consultant and line manager with over 25 years of experience in IT, Marcel has performed strategic and tactical assignments in a wide variety of areas. For the ITIL 4 update, Marcel has been part of the ITIL 4 Lead Architect Team and Review Team at AXELOS. Through his association with AXELOS, Marcel comprehends the background, the architecture, and the underlying reasons of the ITIL 4 update.

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