How do CIOs balance the pressure to contain costs against all the things we preach they must do: get to know the customer, provide apps and cloud services with lightening speed, securely enable the mobile workforce, forge C suite relationships and exploit Big Data to name a few.
It's a dizzying number of tasks often in conflict with each other. Yes, everyone wants to go mobile, but isn't that inherently a threat to security. Maybe the CIO should be the Chief Contradiction Officer.
We had a Twitter chat on this topic yesterday and several people talked about an IT "fabric" that permeates the entire organization. The idea is an IT department fully integrated into the org and the biz. That's the ideal, anyway....easy for us to say.
We preach boldness and risk taking, but the truth be told, there is - and isn't - a time for it. Companies hunker down in bad economic times, perhaps as they should. But the rock has to continually be pushed uphill, sometimes a lot at a time..sometimes a little.
Does that mean a smaller more compact IT unit? It does seem like areas where IT could grow are mobile development, information sciences (Big Data) and legacy apps and cloud integration. And possibly digital marketing, no?
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.