What's amazing is that some companies don't follow this common sense advice. It boils down to a culture of discipline and the people. What's interesting is that some of top research firms are pushing "faith-base apps" where you take a chance (not religious apps) and bypass the usual vetting. Where is the break between two much study and analysis and just doing it?
My longtime friend and colleague Charlie Cooper (@coopeydoop) suggested the following #CIOchat question a few weeks ago: "How long before CIOs lose their fears about the security in moving their data to the cloud?"
It's a good question, but I anticipated many of the CIOs in our weekly #CIOchat would respond that no one in the enterprise should ever lose their fears about security. The inference of the question as constructed is that adopting the cloud outweighs security concerns.
When you say cloud requires new skills and knowledge, I assume that means within IT, not the user community. How aware should users be that they are in the cloud or should it simply be transparent to the users of the cloud apps?
Weaknesses in security, strategic planning, its IT investments, service management and perhaps most critically, leadership, has prompted the General Account Office to urge to Library of Congress to appoint permanent CIO pronto.
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.