The modern and effective IT takes language skill (speak in business language), integration & innovation, and from risk mitigation to risk intelligence, then risk resilience, all being said, IT and busienss are more integral into the business whole, if having to argue anything, though IT may evoke some old image of back office, legacy IT reputation, overall, IT may not necessarily be so bad name, as "enterprise technology" seems missing the "I", the lifeblod of digital business. my pleasure to share a blog via collective wisdom from a CIO debate: http://futureofcio.blogspot.com/2012/10/tough-choice-for-it-change-name-or.html
In essence, IT should shift mindset, understand business deeper and cultivate culture of innovation to present a new image. thanks.
Nadhan, thanks for sharing, very interesting and colorful series of application deployment blogs, my thought is: such vivid appication personality may also directly influence business process, enterprise architecture, even the business "culture", look forward to reading your upcoming blogs regarding application life cycle management on rationlization, modernization, integration, governance and optimization. thanks
If you think about it, there's a basic disconnect between entrepreneurs and CIOs. CIO's choose the IT path because they're analytical, engineering and science-minded and logical. I would argue many if not most are left brained. Entrepreneurs may share some of these traits, but have a healthy dose of right-brained creativity. Of course, this is generalizing, but there are reason CIOs and enterpreneurs choose different paths.
But Joel's over arching point that the CIO mindset has to change is a good one.
SSAE No. 16 officially replaced SAS70 this summer as the audit standard for service companies. CIO’s must understand how to use the SSAE 16 standard with their IT service providers. That would include understanding the important differences of the SSAE 16 vs. SAS70.
Efficiency and effectiveness are the lexicons of improvement. Combined with productivity the three terms are used perhaps more than any others in setting targets in strategic plans, defining metrics for dashboards and balanced scorecards, and setting boundaries for acceptable operational performance.
Developing an IT strategic plan is a one of the principal duties of a CIO, yet paradoxically it is the one activity that creates the most trouble for them. The real shame of it is creating an IT strategic plan can be a very straightforward and simple thing to do. Simple in that it is not a complex activity. Since I prefer to keep things both simple and easy what follows is a very straightforward, linear, strategic planning process.
Regardless of the virtual desktop solution you are using VMware VDI, Citrix VDI, or Ubuntu VDI, or even if you decided to just use a VDI in a box solution, helping your users update their business continuity plans (BCP) for VDI is an absolute must for every CIO. Just to be clear, I am not talking about the IT department creating a VDI disaster recovery plan or adding VDI to an existing DR program. No, this post is aimed at ensuring the users depending on VDI have a contingency plan in place to continue their operations when VDI fails – and it will.
Achieving a work life balance has growing popularity for several years now. It is widely viewed as being one of the critical strategies for organizations looking to attract and retain top talent. That strategy includes flexible working hours and a commitment to supporting employee participation in activities that improve their quality of life and overall balance in life. The ultimate goal of course is to increase the work life balance as part of increasing job satisfaction for men and for women.