I love the idea of converged infrastructure, but wonder if it's an old idea in a new wrapper. Breaking down silos and consolidating data assets has long been a goal of IT when it was able to focus on it - which wasn't often. Converged infrastructure is as much a political problem as a technical issue...maybe more so. The thing that's changed is other technologies like mobile, cloud and Big Data are driving convergence. As the same time, things like rogue clouds means more silos.
Converged Infrastructure is one of those fuzzy but self-defining technology terms. Let's dissect the term.
Converge: "come from different directions and meet at (a place)" or "gradually change so as to become similar or develop something in common." (source: The Internet, unnamed)
Infrastructure: "The basic physical and organizational structures and facilities (e.g., buildings, roads, and power supplies) needed for the operation of a society or enterprise." (source: The Internet, unnamed)
The Bertrand Russell quote at the end is powerful and so true. The business side has gutted newspapers, not editoral (I am a journalist if you couldn't guess). They didn't always control cards because times were good. That is true no longer.
And I agree that government needs to support innovation in manufacturing. Government always seems to be a step behind the need.
“What a small world!” – How many times did you hear or said this phrase? Well, I for sure say it often. The truth is the world isn’t small, but the way we communicate and do business at a global scale sure makes it look that way.
CRN's slideshow about Gartner's new "Magic Quadrant" on converged infrastructure does a nice job indentifying the leaders, challengers, visionaries and niche players. The vertical axis is ability to execute and the horizontal axis is completeness of vision.
Crowdsourcing revealed you can get people to engage in almost anything if you make a 'game' out of it, including mundane tasks. Ironically, sometimes the more inconsequential the reward for the desired behavior the more of an inducement it was.
How to Become a Rainmaker is one of my all time favorite books which offers a very useful blueprint for becoming a CIO rainmaker. This post is not a book review of How to Become a Rainmaker. It is about how CIO’s can retool their thinking to that of a CIO Rainmaker in order to raise their value contribution and set themselves apart from their peers.
(Originally posted March 3 on The Higher Ed CIO) IT performance management requires a balanced scorecard approach using both internally and externally oriented metrics that are also a good mix of leading and lagging indicators.
The role of IT was never static. Technology changes alone bring about major changes in the role of IT and influence the future of IT. This really should not be debateable since we see everyday how technology changes redefine various professions or business functions through automation and simplification. Yet, when you describe a future of IT that is less strategic people get upset and accuse you of being a contrarian just for the sake of it.
If more IT departments functioned like human resources or facilities and worried less about being strategic there would be fewer complaints about IT and CIO’s would be happier for it. The support for this belief comes from the consumerization and democratization of technology which is accelerating the shift to commodity services and enabling more decision making by non-IT folks while rendering more and more of the technology stack decisions irrelevant.
Evaluating IT investments for funding is one process where using a simpler approach is not always better. That is because the process of evaluating IT investments should involve an two step process for each project under consideration in order to support an objective IT project ranking of all proposals and ultimately, the IT project selection decision.