How do CIOs balance the pressure to contain costs against all the things we preach they must do: get to know the customer, provide apps and cloud services with lightening speed, securely enable the mobile workforce, forge C suite relationships and exploit Big Data to name a few.
It's a dizzying number of tasks often in conflict with each other. Yes, everyone wants to go mobile, but isn't that inherently a threat to security. Maybe the CIO should be the Chief Contradiction Officer.
We had a Twitter chat on this topic yesterday and several people talked about an IT "fabric" that permeates the entire organization. The idea is an IT department fully integrated into the org and the biz. That's the ideal, anyway....easy for us to say.
We preach boldness and risk taking, but the truth be told, there is - and isn't - a time for it. Companies hunker down in bad economic times, perhaps as they should. But the rock has to continually be pushed uphill, sometimes a lot at a time..sometimes a little.
Does that mean a smaller more compact IT unit? It does seem like areas where IT could grow are mobile development, information sciences (Big Data) and legacy apps and cloud integration. And possibly digital marketing, no?
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.