Over the years, CIOs have trended toward MBA backgrounds instead of drawing on technical expertise.
We've long preached that CIOs should focus on the business instead of feathering their technical nests. Technical knowledge is great, but not if it is out of context with the business. IT was isolated from business for decades.
The techie role can be farmed out to underlings while the CIO spends most of his or her time with customers, partners and similarly elevated colleagues. I remain convinced that is the right path for most CIOs.
Fair questions, Joel, for sure. If cooperation results in hacks, then we'll know it worked. I have no doubt that the likelihood of shared information being abused by government is high. In the end, though, cooperation is essential. What we haven't discussed is what types of information will be shared and what's being shared already.
Remote deposit via smart phone might at first blush seem like a small thing, but it's a big deal for consumers, businesses and the banks that deploy it. Call it a win, win, win.
The feature symbolizes IT innovation. When JPMorgan Chase & Co. introduced it in 2010, other banks quickly followed suit. It is the product of a New Style of IT which is agile, flexible and in lockstep with the business. Let's review why remote deposit is so powerful.
-- Consumers: It draws in customers who see it as a time and gas saver. I wouldn't use a bank that didn't have it.
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.