When HP Fellow Charlie Bess heard that this is our #CIOchat question today (2-3 p.m. ET), he has an interesting follow-up: doesn't everyone in organization own analytics? Then there's reality. There has to be ownership - call them champions if that sounds more upbeat - or nothing gets done or what gets little gets done gets done badly or piecemeal.You have to give people ownership -- proverbial skin in the game.
But who or what needs analytics most? I'd argue LOB. The CIO is the analytics tool and die maker. The CFO controls what you spend. So my vote for the biggest share of ownership goes to LOB.
Hybrid clouds this year are forecast grow 48% in organizations with more than 1,000 employees, according a study by cloud consulting firm Rightscale. What's more, companies with multiple clouds will grow 78%.
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.