There are a lot of mushy hype laden terms when it comes to IT: "digital enterprise" and "digital transformation" are two of them. So I was pleased to read that long time colleague and veteran IT journalist Michael Fitzgerald tackled the topic in a story at CIO.com.
After interviewing several CIOs, Fitzgerald determined it means dirfferent things to different people.Here's a few observations.
On the whole that shadow IT is good for most enterprises. But that's just my opinion. What's yours?
Shadow IT is what we will debate this week in our #CIOchat from 2-3 p.m. ET Thursday. Some in IT probably think shadow IT is as wrong as highway robbery. It compromises data, create silos, is costly and has users going off in their own direction when enterprise-wide solutions are arguably less expensive, safer and more productive.
When I saw the headline "Selling the cloud to the board," I immediately wanted to share the story. After all, a big part of a CIO's job is selling their agenda to the board...or the C suite or a budget committee.
This CIO.com Australia case study about why car sales lead company carsales.com.au moved to the cloud has several insights, but it left me wanting more. The story primarily address the board's questions about what if it's public cloud went down.
And now Chevy just gave the creeps another door to enter with in-car WiFi. You just have to be within a 150 feet (and presumably guess the password or get around it...). And up to 20 users no less.... http://www.chevywifi.com/product-service.html
The unfortunate thing is that a lot of prominent merchants will not support Apple Pay....or do not have plans in to. New payment systems are finally starting to get traction, but the real winners have yet to appear. It's hard to imagine Apple won't succeed in this market.
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.