Joel, the topic sounds like great post fodder based on your experience as a pharma CIO. I read the link you attached to Jim Highsmith's column. At first, I wanted to him better define contraints, which for some reason he capitalizes...perhaps for emphasis. But he did - cost, time and scope, for instance. Once satisfied that he defined constraints, I realized innovation as a concept is hopelessly broad. Is it innovation when you replace a core system with something newer, cheaper and more functional? Is innovation when useful discoveries serendipitously fall out basic research? I generally agree with his premise in terms of getting the work done, but still feel there's a place for freedom with innovation.
Interesting piece by a gentleman who is uniquely an MD and CEO of a cloud-based natural language processing concern. He seems to think data driven healthcare is as much a revolution in medicine as germ theory was in the late 1800s and public heath/penicillin was in the 1920s.
We've never been more mobile. Devices like smart phones are cheap, powerful and attractive. And while they have many toy-like and entertaining features, they are also IT workstations...how's that for an idea...a smart phone workstation? As such, they must be woven into the fabric of enterprise IT...
Workstation, now there's a term whose shelf life has expired.
It's no surprise to see mobile as top of IT priorities, as business becomes so hyper-connected and always on, with the advantage of better customer service, collaboration and intimate customer relationship. still, the biggest concern is about security, standadization., GRC descipline. thanks.
When asked what they'd do with $5 million, big data topped the list of insurance company CIOs in a Novarica survey. Enterprise CIO Forum community manager John Dodge explains and reviews CIO wish lists for 2012.
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.