It struck me as odd, too. Maybe job satisfaction and compensation are higher, but it's hard to imagine CIOs and IT pros are lower stress. Then again, any job with a challenge carries stresses with it. I would argue low or no stress most often means a job that's not worth it.
In early May, I had a wide ranging conversation with Sandisk CIO and SVP Ravi Naik about security, cloud, Big Data, his biggest challenges and other IT issues. Besides IT, he is responsible for the memory maker's far flung global real estate -- it has 20 facilities with engineering labs and chip fabs in India, California, Israel, South Korea and Japan. He spoke fast in our 47 minute interview and flew right over my question (several, actually): "Do you ever sleep?" But he talked substantially and openly. Here are the highlights.
Are fears about cloud security warranted or overblown? That is our #CIOchat question for this Thursday #CIOchat from 2-3 p.m. ET and comes from ECF editorial director Bill Laberis.
To put this in perspective, one could argue you can never exagerrate security fears. Vigilance is paramount, but is the cloud unfairly singled out as a security risk versus other ways of storing and managing information?
"What resources should CIOs be using to increase their relevance and impact to the business?" is the question for this Thursday's #CIOchat from 1-2 p.m. EDT (changed from our normal time of 2-3 p.m. EDT to avoid a conflict with our CIOLive event!). The question comes from former HP Fellow and #CIOchat regular Charlie Bess.
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.