Hi, David, just read a BYOD deep dive, the suggestions are consistent with what you put here, the organization need have more comprehensive BYOD strategy and plan, no one size fit it all solution, treat each employee different to tailor the monthly plan for their phone depend on their nature of job and how they use their phone. Though here you put emphasis on MEM, security and privacy will follow the same rule: get both parties' agreement on ownership, DLP and GRC management discipline. thanks
Are you saying agility doesn't matter (devil's advocate...I know)? With users demanding quicker responses and going off on their own, agility would seem a no brainer. I was also wondering if you were suggesting that agility means more projects fail faster....
That's an interesting point, Don. I think when people speak about an IT initiative generating new revenue. But visibility of costs measured against visibility of quantifible benefits is a way to show how IT contributes to the top and bottom line. And there's almost no enterprise project these days where IT is not a big peice of the puzzle.
"The visibility of IT asset consumption and the capability to allocate the cost of those assets based upon that consumption results in an accurate measurement of IT's contribution to Cost of Sale (COS) that is both traceable and visible. Achieving visibility of costs as a key IT strategic intiative today provides a pathway into technology optimization and justification of IT's value contribution to the organization's bottom line performance within each revenue stream."
How much risk should a CIO take? How many projects should they oversee and encourage? Is there a happy medium in the CIO role? ECF community manager John Dodge tries to answer these tough questions in this video.
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.