This fascinating and candid Q&A with Royal Mail CIO Catherine Doran is a must-read. Midway through, I love the passage which speaks to how IT people view themselves as apart from the organization or company they work in -- although she gets it. I also like her views on cloud computing and social media (anyone who reads my posts know I am a strong social media advocate and long contended CIOs had better get on the stick with it).
Friend, long-time colleague and fellow J-school alum from Boston University Eric Lundquist authored this post, which is rich with advice from Federal CIOs. The one thing that jumped out at me was is how good security is with the Feds..."baked in" to every app as he says.
HI,Genefa, enjoy the posting, also appreciate the link to Geoffrey 's paper, my understanding of system engagement is to take advantage of the latest technology trend such as social/mobile/cloud and to make IT truely embeded into every key business process, to let informatiion flow and grow seamlessly, also to manage a healthy IT application life cycle via effecive govenance discipline. Collective wisdom is the other emphasis the article put on. thanks
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.
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.