The Common Challenge Behind Two News Stories
An event called “Changing IS 2026 Spring” was held, and simultaneously, news broke that the agricultural HR evaluation app ‘suino core’ would utilize digitalization and AI adoption subsidies.
At first glance, these seem like unrelated topics. However, both share a fundamental, underlying challenge: the structure where “if management doesn’t define IT, implementation will fail.”
This article uses these two news stories to explain the critical decision points managers face when introducing IT.
Behind the IS Transformation Event
“Changing IS 2026 Spring” is an event themed around the evolving role of information systems departments. Traditionally, the main job of an IS department was system maintenance and operation. However, with the spread of cloud and SaaS, the role demanded of IS is changing dramatically.
What’s noteworthy about this event is its proactive stance of “initiating” change rather than “waiting” for it. The movement of management recognizing IT changes and attempting to redefine the IS department is needed in many companies.
But the key point here is “who defines the change.” If management doesn’t set the direction for IT, the IS department will be pulled in different directions by on-the-ground demands, failing to fulfill its true role.
Three Roles Required of the IS Department
Based on the corporate cases I’ve observed, the IS department has three roles.
The first is “Business IT.” This is the role of rapidly implementing and operating systems directly linked to revenue, such as sales and marketing. Speed is paramount.
The second is “Management IT.” This involves integrating data necessary for management decisions and creating reproducible systems. Integration and accuracy are required.
The third is “Administrative IT.” This is the role of stably operating core systems and infrastructure. Cost management and stability are valued.
In many companies, these three roles are mixed, and their priorities are unclear. If management leaves it to the IS department without defining “what to prioritize,” priorities end up being set based on the convenience of individual departments.
The Real-World Wall Faced by Agricultural DX
On the other hand, the case of the agricultural HR evaluation app ‘suino core’ highlights the same issue from a different angle. The agricultural sector is often said to lag in digitalization. However, IT adoption using subsidies is increasing.
‘suino core’ is an app that digitalizes the HR evaluation of agricultural workers. Labor shortages are becoming severe in agriculture too, making talent evaluation and development a key challenge.
Whether the introduction of this app succeeds depends less on the tool’s features and more on “whether management has defined the purpose of HR evaluation.” Why evaluate? What to evaluate? How to use the evaluation results? If these remain unclear, the app will end up as just a recording tool.
The Hidden Risk of Subsidies
Digitalization and AI adoption subsidies can boost IT implementation. However, if the decision to adopt is driven by the availability of subsidies, the goal can shift to “securing the subsidy.”
I have clients who introduced systems using subsidies, only to have them go unused. The cause was a lack of management perspective on “why we are introducing this.”
Subsidies are a means, not an end. Only when management clearly defines the purpose of IT adoption do subsidies function effectively.
The Price of Management Not Defining IT
The cases of “Changing IS 2026 Spring” and ‘suino core’ both offer the lesson that “if management doesn’t define IT, its implementation becomes a hollow formality.”
When management fails to define IT, the following problems arise.
First, the purpose of IT differs by department. The sales department pursues revenue growth, the administrative department pursues cost reduction, and the IS department pursues stable operation—each chasing different goals.
Second, there are no criteria for investment decisions. Tools keep multiplying without clarity on what to spend how much on, or how to measure return on investment.
Third, even when things fail, the structure isn’t examined. When implementation goes poorly, the cause is externally attributed—”the tool was bad” or “the vendor was bad”—and that’s where it ends.
Three Decisions Management Must Make
So, what should management do? Based on my experience, three decisions are crucial.
The first is “defining the purpose of IT.” Clarify why you are introducing IT and what you want to achieve. This purpose must align with your business strategy.
The second is “setting priorities.” Management must decide whether to prioritize Business IT, Management IT, or Administrative IT. Trying to advance all simultaneously will scatter resources and lead to failure.
The third is “establishing evaluation criteria.” Decide on specific metrics for measuring the effectiveness of IT adoption. Consider not just sales and cost reduction, but also operational efficiency and employee satisfaction.
A New Relationship Between IS and Management
What “Changing IS 2026 Spring” aims for is for the IS department to become a partner in realizing management strategy, not just a system administrator.
However, for this to happen, management itself must change. It needs to shift its perception of IT from “something to leave to the experts” to “something management must define.”
The same applies to the agricultural DX case. A tool like ‘suino core’ only demonstrates its true value once management has defined the purpose of HR evaluation.
For management to define IT. That is the single condition for successful IT implementation.
Summary
“Changing IS 2026 Spring” and the agricultural HR evaluation app ‘suino core,’ while in different fields, confront us with a common challenge.
It is the simple fact that “if management doesn’t define IT, implementation will fail.”
To all managers, I recommend not outsourcing IT implementation entirely to vendors or your IS department. Instead, define the purpose yourself, set priorities, and establish evaluation criteria.
IT is a management resource. Only when management takes responsibility for defining and utilizing it will it truly contribute to a company’s growth.
Comments