Is this a real unlimited IT budget or more a case that if the CIO can make the ROI case, he or she can have the money.
The reality is that Vueling CEO Alex Cruz has given his CIO a "theorectical" unlimited budget, according to a story in CompyertworldUK. Regardless of the budget, that is a very powerful endorsement of his CIO. It's a rare instance when the CEO looks to the CIO to innovate.
Kevin, welcome to Enterprise CIO Forum. What's the bottom line of all these technology advances? Carrying inventory for hours instead of days? I can see the benefits as far as you go, but what is the bottom line that only a CFO and customer could love?
Let the good times roll. Well, no CIO ever felt that Pollyanana-ish, but there are signs of optimism. Two studies say so.
IDG's CIO says about half of 200 IT heads say they will increases spending in the coming year with mobile and applications leading the way. However, budget increases will average about 3% versus 6% a year ago. I'd put that in the mixed news bucket.
This Quick Poll examines technology trends between now and 2020. Among the key findings are that the application release cycle will accelerate by five times and that nearly half of the 83 IT executives surveyed believe that a quarter to half of applications will be composite in nature. Click on the attached link for the survey results.
Computerworld, CIO, and IDG Research recently conducted research studies aimed at revealing how IT executives expect leading technology megatrends to impact their organizations. The study also explores the gaps they see between how they operate today and what they’ll need to tomorrow. The results point to the ever-increasing importance of retooling IT systems and processes for maximum flexibility, automation and alignment with strategic priorities. Cloud tops the list of the four key trends reavealed by the study.
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.