Good point....."seeing" your workers has some real benefits. You might find this video I did on two CIOs who believe in insourcing interesting (GM's and former Canadian Pacific CIO Heather Campbell)....
While I like the brakes analogy, the reality is you have brakes so you can go fast AND so you can safely stop. The power train is what makes you go fast....frankly, I think it's the brakes that slow you down and get you to a safe stop. Clever, though...
Security puts the brakes on bad things happening to your data. Great security does that AND allows you you to go fast.
We all know the volume of data is growing. As Computerworld reported in a June article on IDC’s Digital Universe study, the world was on track to create 1.8 trillion gigabytes of data in 2011. That is the equivalent of every US citizen writing three tweets a minute for 26,976 years.
CIO — This article is the second in a series called The 12 Principles of Agile IT Governance. The series is designed to help board members and senior managers leverage technology excellence as a competitive advantage. Each article discusses a key principle of agile IT governance and presents tactical measures that allow for deployment of that principle.
Technology has profoundly transformed the world in recent years. In the last decade alone, mobility, cloud, social media and big data have changed the landscape of IT dramatically. One group affected perhaps the most by the ever-changing landscape is the CIO.
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.