Bimodal information technology (IT) systems, which are hybrid IT use systems and typical of business operations currently, enable the best placement of human capital in businesses when they are aligned to the needs of the employees.

In bimodal IT systems, certain aspects of IT systems are operated in a classic manner, typically focused on stability, efficiency and security, and other aspects are operated in a flexible, innovative and agile manner, says Germany IT multinational T-Systems South Africa portfolio manager AJ Hartenberg.

The two modes require and support different skill sets, with one requiring technical skills, accredi- tations and experience to keep the core IT operations functioning, while the other requires skills such as business acumen and strategy, creativity, innovation and behavioural science knowledge.

“There is always going to be a need for the classical IT professionals – the guys who know how to apply security and governance standards. There will always be a place for those that stabilise and nurture the myriad of assets that comprise the organisation’s total IT estate. Additionally, risk, governance, compliance and security are areas of increasing importance for business executives and are addressed by the stable IT use model,” he says.

However, organisations must avoid boxing their IT staff into certain categories.

With clearly defined skills matrixes, individual development paths and programmes that help to cycle staff in and out of different roles, it becomes easier to determine which mode suits an individual. While there are professionals who can perform well in either mode, with the right frameworks in place, it becomes possible for employees to find their niche and plot their career paths, explains Hartenberg.

“Bimodal IT encourages IT leadership to shift the focus away from the tactical, operations- focus aspects of IT towards strategic, value-add aspects. This shift will ultimately help drive the transition from IT being a cost centre to a value-adding and profit-generating business enabler.”

Cloud-based IT use models provide viable alternatives, including outsourcing the classic, core IT functions to trusted IT partners while investing energy in the operations that add business value.

Ideally, the agile and business- wise staff would discover new insights that fuel development ideas – validating, incubating, and then handing these innovations to the technical team to maintain and grow, adds Hartenberg.

An organisation’s in-house IT team must be closely aligned with the lines of business, as the team members can then capitalise on their deep knowledge of the organisation’s operating models, external market landscapes and shifting customer dynamics.