New cloud computing opportunities and limitless cloud benefits for all industries lead to a continuously increasing and changing cloud market. In order for new businesses to succeed, they have to come up with business ideas that put them in the user’s top of mind. So, there are some steps to follow in order to get your cloud business started and to make it successful.
Information is like blood, and technology is like backbone for any modern business today, however, most of IT organization has reputation as a cost center than a value creator, a controller than an enabler, a tool than a magic.
Our 6th of 6 converged cloud twitter chats will be between 1-2 p.m. EDT on Thursday, May 17. Tomorrow's main questions are: “How can the cloud help IT align with, and contribute to, the business goals? What KPIs are there to measure how cloud computing improves business productivity?"
Come join in the conversation. Please use the hashtag #convcloud. (no period)
Consumerization of IT and "shadow IT" might be only one step away, but effective governance may help stop crucial mis-step, I like what you put:The root of the problem with unmanaged consumerisation is “shadow IT”
Today when we talk about IT governance, which is integral component of business and corporation governance, I think IT also need support from her or his fellow executives, and see such a trend as a good opportunties to re-enhance data goverance, application goverance, and enforce the overall busienss GRC. thanks.
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.