I would to know GDIT's BYOD policy or what governs what devices are used and their access privileges. I don't want to go so far as to say you've got it figured out, but from your comment, you seem to be well on the way to figuring out mobile security. I have to believe you have pretty stringent requriements at GD.
Hi, Joel, as usual, enjoy the blog, as we also had a good discussion recenty regarding: is being realistic eual to be pessimistic? acutually the positive attitude may also means to be optimisitic and cautious at the same time, with can do attitude, but make solid plan and take cautious steps to execution.
People sticking to comfort zone may make execuse for not trying, they may also not deeply understand self, Churchill's quote you put for conclusion makes a great point for impact of attitude. thanks.
Hi, Martin, enjoy your series of change management blogs, especially this one, to compare a couple of change theories clearly, they all deliver the consistent messages: doing change leadership (vision, communication, culture, sense of urgency) and change mangement (process, technology, quick win/sustainable gain KPIs/metrics) well.
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.