I mentioned high up that I excluded technologies because they are obvious. I also have reverted to the term analytics. Big data is too fuzzy.
However, if one gets more detailed, you could explore technologies like software-defined data centers, converged infrastructure, cognizant computing, wearables and Internet of Things. With in the possibe exception of converged infrastructure, those will inch ahead in 2015 and not explode unless the Apple Watch does for wearables what the iPhone and iPad did for phones and tablets, respectively.
The focus on security could also slow other technologies like cloud and Big Data...whoops, I meant advanced analytics.
What are the top five priorities for the CIO in the new year? That's our #CIOchat question for Thursday, 2-3 p.m. ET.
I'll a stab at them and would love to hear back from CIOs. You can also respond at length in our new CIO Question. My five purposely avoided technologies except security because at this high level, they are obvious: cloud, Big Data, mobile, data centers etc.
Interesting reminder, though, in the morning's Boston Globe, Joel. From the "Choice Words" feature on the "Names" page (the gossip page): "How come I know you don't write anything you don't want broadcast in an e-mail....Who's advising these people?" -- Lisa Kudrow
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.