The article “Changing the corporate IT development model: Tapping the power of Grassroots” defines that the IT world in the 21st century corporate world is evolving. No longer are there programmers and users. Many times the users become ad hoc programmers. In some corporate structures the lines between the two worlds are disappearing. The plus side to this ad hoc programming is the ability for the end user to develop the tool needed to accomplish the task at hand. Many of the programs available to the business communities are generic in nature and the business will adapt to the program available.
In some companies the grassroots computing types are adapting or improving the programming to meet the needs of the organization. The negative side to the grassroots computing model growing in the corporate world is the barriers and silos often built around the IT environment. These barriers need to be taken down for the full growth of the computer industry to be realized for all users and developers. The current license agreements around programing usage and modification will have to be adapted to the changes taking place in the enterprise. The article specifically identifies that the IT genre must – in addition to other
needed steps – “Actively cultivate an entrepreneurial atmosphere and Provide tools and services to enable workers to automate their own work environments. ” (Cherbakov Et Al). With this changing idealism around IT and end user – corporate policy and culture needs to also evolve. The organization that will realize the full potential of the programing resources available – not only in the IT department – but across all boundaries in the organization – will establish a culture that will bring down established silos. There still needs to be licensing agreements and non disclosure agreements in place for proprietary rights.
These licenses and agreements should not be drawn up in a way to quell the entrepreneurial spirit needed in any growing organization. Each member of the entire team needs to be able to contribute to realization of organizational objectives. Not seeking to be detrimental in any skill set in the organization – but creating a team culture that opens doors for the IT professionals and the professionals on the floor who use the IT tools. Bibliography Cherbakov Et Al. (2007). Changing the corporate IT development model: Tapping the power of grassroots computing. IBM Systems Journal, 46(4), 1-20.
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