"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.
The bi-annual HP Discover conference starts in Las Vegas Tuesday and goes through Thursday. Of course, HP Discover 2015, the U.S. version, will have a heavy HP orientation, but there's much to gained beyond the hype. The European version this year will be Dec. 1-3 in London.
Here's yet another study that says enterprises rate themselves poorly when it comes to digital leadership.
A third or 34% of 436 business leaders surveyed said they are "weak in both digital leadership and management." Another 47% said they had partial strength in this area while only 19% rated themselves as strong. The study claims to be "a call to arms" for CIOs although other studies have come up with the same conclusions for years.
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.