Here's yet another study that says enterprises rate themselves poorly when it comes to digital leadership.
A third or 34% of 436 business leaders surveyed said they are "weak in both digital leadership and management." Another 47% said they had partial strength in this area while only 19% rated themselves as strong. The study claims to be "a call to arms" for CIOs although other studies have come up with the same conclusions for years.
Communication between IT and those outside of it is a subject we've danced around at the Enterprise CIO Forum. We've talked about IT talking the langauge of business (whatever that is, exactly) as a way to build bridges with the so-called outside world. And of course, the CIO must forge relationsips with key stakeholders and customers.
How do you turn IT from a cost center into a verifiable value provider? This "perrenial favorite" question comes from J.D. Irving CIO Martin Davis.
The answer is obvious. Show quantifiable value. Of course, that's not always easy even when IT is producing value.
Anyhow, this "perrennial favorite" question as Martin calls it will be the topic in our #CIOchat this Thursday from 2-3 p.m. ET. I hope you can join us. Last week's #CIOchat generated 231 Tweets from 39 contributors.
I found a CIO.com article with a lot of practical information about building flexibility into your cloud and SaaS contracts. The article warns against signing "inflexible" cloud contracts that could spell trouble down the road.
Why does strategic planning fail? I hope the assertion that strategic planning does fail is not a surprise to anyone since it would perpetuate another fallacy of planning. The Harvard Business Review puts the ROI of traditional planning at 34% or less. In fact according to several surveys of top executives only 19% of strategic plans achieve their objectives.
Ten days have passed since the announcement of the Datatel and SunGard deal. Although the updates from both companies have stopped, the speculation, conjecture, and hyperbole from the industry and customer communities have not. Even if we had a crystal ball it probably wouldn’t help us see with any certainty what the future holds 12 or 18 months from now let alone beyond that.
Look at any US college website and you find the usual set of icons to connect, share or follow in social media. Facebook and Twitter are the obligatory links with LinkedIn, YouTube, and Flickr almost as common along with one or more RSS feeds. This is no different for the average company or non-profit.
The Fallacy of Planning says we are terrible at planning how long something will take and how much it will cost. Restated another way, the planning fallacy is people’s tendency to underestimate what it will take to get something done. The phenomenon of the planning fallacy ought not be a big surprise to any CIO or project management professional given the attention it has received over the years. What may be a surprise though is the pervasiveness of the fallacy of planning in our organizations and the cumulative impact it has on IT and the CIO’s reputation for delivering results.
Early August is often the calm before the storm for campus IT departments. Summer sessions are wrapping up and there are about 30 days until the fall term begins. Like many CIO’s, your project management system reflects ambitious project schedules for the summer to take advantage of everyone being away and the availability of funds from your new budget. It is during this time of year project management controls often get relaxed causing unnecessary project delays on the critical path to preparing for fall classes.