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IT consultancy Gartner says a bimodal IT strategy is good for digital innovation; Forrester Research says the strategy doesn't go far enough. Derek Roos, co-founder and CEO at Mendix Inc., a Boston-based technology startup that offers a cloud platform to build business applications quickly, says it's a little more complicated than that.
A bimodal IT strategy breaks IT tasks into two speeds -- slow and fast. Slower tasks, what Roos refers to as "mode one," are often related to the traditional IT responsibilities of system uptime, efficiency and stability. (Think infrastructure.) Faster tasks, or what Roos refers to as "mode two," are experimental in nature. Agility and speed to market are important. (Think customer-facing applications.)
SearchCIO's senior news writer Nicole Laskowski caught up with Roos at the MIT Sloan CIO Symposium to probe further on how CIOs should be thinking about a bimodal IT strategy and on what needs to change to ensure "mode two" success.
You participated in this event last year and talked about bimodal IT as a strategy CIOs could use to better meet the demands of the business. Has your perspective on bimodal IT evolved in the last year? And, if so, how?
Derek Roos: My perspective on bimodal IT has not evolved. We're still a big believer in bimodal -- not as a goal, necessarily, but as a means to an end. Most organizations are organized in a certain way that isn't designed for speed and flexibility and innovation. Using the bimodal approach as a forcing function to establish a way to focus on new products, new experiences, and getting things out the door quickly is a great tool.
The bimodal IT concept is starting to attract backlash. Forrester recently put out a report stating it's not a good long-term strategy, that it can create additional complexity and silos within the IT organization. How do you respond to that backlash?
Roos: I agree with the statement that it is not the end state. At the same time, you cannot take a one-size-fits-all approach to innovation or to IT strategies or projects in general. So having an organization and a strategy that can deal with multiple modes or speeds, if you will, and focus on different business outcomes makes sense; that is a long-term situation. But starting with a bimodal approach just to force action and start that change process is one of the best ways to do it. As you scale and as you learn, it's important for the mode one and mode two teams to work together and create a way where the dependencies between the two -- and there always will be dependencies -- are managed consistently. I'm still a big fan of [bimodal], but it's a living thing and an evolving process. The goal should be not to create a silo for either team.
What are some bimodal IT pitfalls and how can CIOs avoid them?
Roos: One of the pitfalls with bimodal is that it isn't done right. In order to become truly Agile and benefit from the speed advantages you could have, you need to address all aspects of what we would call a "mode two success." It starts with what is the portfolio you're going to give to your mode two team; what projects are important; who should you put on the team. That relates to skillset, but, more importantly, to mindset. It relates to the process, and not just the process of how you're going to build applications or how you're going to collaborate with other stakeholders but how you're going to think about DevOps and release management. Lastly, what's the platform that you'll use to build applications?
The pitfall we see all of the time is that organizations create a separate team, but there are still too many dependencies on mode one infrastructure, mode one processes -- whether that's security-related or anything that may slow down the process of the mode two team. The key is if you're going to do it, go in all of the way.