Cloud computing is continually changing the way IT services are provided. The initial promise of cloud computing was the ease of Internet service delivery and of simplified service management. A current challenge a company can face is related to how to incorporate cloud computing into their integrated business and IT strategy. It is necessary to develop an enterprise cloud adoption strategy in order to grow and stay competitive.
Hi, John, appreciate your sharing: for high-performance IT, it's more about running IT as a software company, to orchestrate business ervice via more standardized APIs, analytics, and tagible delivery with KPIs. thanks
Web 3.0 is about the era of internet of things--everything get connected with each other to have intelligence flowing, human wisdom converge with machine smart, it's also an era of imagination and innovation, as people can get information they need from fingertip to co-create, co-shape the other big idea more smoothly, always on, bordless business is a reality. thanks.
Why does strategic planning fail? I hope the assertion that strategic planning does fail is not a surprise to anyone since it would perpetuate another fallacy of planning. The Harvard Business Review puts the ROI of traditional planning at 34% or less. In fact according to several surveys of top executives only 19% of strategic plans achieve their objectives.
Ten days have passed since the announcement of the Datatel and SunGard deal. Although the updates from both companies have stopped, the speculation, conjecture, and hyperbole from the industry and customer communities have not. Even if we had a crystal ball it probably wouldn’t help us see with any certainty what the future holds 12 or 18 months from now let alone beyond that.
Look at any US college website and you find the usual set of icons to connect, share or follow in social media. Facebook and Twitter are the obligatory links with LinkedIn, YouTube, and Flickr almost as common along with one or more RSS feeds. This is no different for the average company or non-profit.
The Fallacy of Planning says we are terrible at planning how long something will take and how much it will cost. Restated another way, the planning fallacy is people’s tendency to underestimate what it will take to get something done. The phenomenon of the planning fallacy ought not be a big surprise to any CIO or project management professional given the attention it has received over the years. What may be a surprise though is the pervasiveness of the fallacy of planning in our organizations and the cumulative impact it has on IT and the CIO’s reputation for delivering results.
Early August is often the calm before the storm for campus IT departments. Summer sessions are wrapping up and there are about 30 days until the fall term begins. Like many CIO’s, your project management system reflects ambitious project schedules for the summer to take advantage of everyone being away and the availability of funds from your new budget. It is during this time of year project management controls often get relaxed causing unnecessary project delays on the critical path to preparing for fall classes.