Our #CIOchat yesterday argued the merits of #BigData and how much traction it is getting. No one doubted its importance, but a few went back to square one by asking for a crisper definition of the term. Therein lies part of the problem: there's no universal definition for #Big Data (to me, it's analytics that looks at more data).
Vendors will stuff as many features in them as airlines put seats in planes. It will be a features and fashion war, but like Chris says, jacks or better on features to open the bidding. There is one other huge factor and that will be the most elegant solution from a features and fashion standpoint. These devices can't be like standard digital watches. I have relearn my Ironman watch every time we move ahead or fall back an hour. Ease and elegance of use will be huge...ease of integration with other devices is very important, too.
They are just another device in the BYOD mix. A smart watch is little more than a smart phone except it's on your wrist and probably has more med, diet and exercise measurement etc. The challenge comes with wearable devices in your clothes or ones that are not visible. That's well into the future, IMO.
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.