Well said, Joel. Strategies for any public company are modified in the quarters where the numbers were missed or exceeded...and IT is part of those companies. Similarly, strategies have to adapt to the opportunities provided by new technologies. Which I guess confirms what the academics are saying.....strategy ain't what it used to be or maybe never was....
Hi, John, just left a comment at the discussion spurred in the CIO forum, my comment is: thinking about cloud concept is no different from earlier version of IT on premise or outsourcing, just like thinking mobile computing no difference with physical phone line, or tablet is exactly same as pc. In essence, it may just the nature evolution for technology, to get cheaper, better and faster, to embrace a "wired" world without wire.
Compare to traditional BPO or ITO, Cloud may have more comprehensive and transparent delivery model, either public, hybrid and private, to allow enterprise to orchestrate IT resources via the right pace and time from architectural, economical, functional perspective, , it may also means, business and IT can think cloud as enterprise-base strategy, not just single dimensional cost-cutting, with agility and elasticity, help well categorize IT into competitive necessities and competitive uniqueness, and further inspire innovation. 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.