The significant increase of cloud adoption in the private sector is not so recognizable for the public sector. When it comes to exploring the opportunities that the cloud offers, the public sector is well behind the private sector.
Welcome to the ECF, Gygory. I think you are right. There were organizational changes to which the titles were incidental. But when we see CIO itile dropped, it catches our attention. I wonder how similar or different the CIO role is in Hungary compared to the U.S. Enlighten us, please.
Maybe not wave the report in the CIO's face, but it certainly qualifies as a bullet item in any PowerPoint project pitch. And it might be good to send a copy to a fence-sitting CFO just for their reading enjoyment.
I think what you're saying is there's an IT element to every project. And that is a good insight. I would imagine IT involvement in projects would tend to be greater in the service industry where the central proposition is handling information. Maybe that tendancy exists in retail too.
I would hazard a guess that in manufacturing, operations and engineering would play more of a role. But, yes, it's hard to imagine an enterprise-wide project that does not involve IT or an IT activity.
Week in Review for March 29 looks at Government efforts in cyber security and the use of domestic drones. We also examine why CIOs are reluctant to report cyber fraud and where the best locations for IT jobs are with startups.
Could your enterprise function if IT went on strike for 24 hours? This would test out the notion that the cloud, BYOD and other trends have turned IT into a dinosaur. Enterprise CIO Forum community manager John Dodge...
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.