Our #CIOchat on Thursday Oct. 9 focuses on the impact of cognitive computing on CIOs. What is cognitive computing, you ask?
Well, that's exactly what our intrepid crew of chatsters will be exploring. Meanwhile, click here for a complex answer to a question that can be simply answered cognitive systems are ones that think like humans. The questions were submiited by HP Fellow and ECF blogger Charlie Bess.
A lot has been written about turning IT into a strategic asset. One particularly interesting article about it is based on interviews with the outgoing and incoming CIOs at Accenture. In HuffPo no less...
Agility, standardization, collaboration, open culture, understanding the business, all businesses are digital, and partnerships are the key maxims.
It is possible for IT to be strategic, but not considered an internal core competency. Many of the outsourcing decisions over the last couple of decades were based on that idea. It is also possible to think of IT as no longer providing any potential for competitive advantage. It is seen to be an infrastructure technology, like electricity or the railroad. Every organization uses the same technology, same infrastructure, same platforms, same ERP packages, same office automation software. Proprietary technology offers the possibility of competitive advantage and becoming a strategic asset but proprietary is a bad word these days. The point is if one does not see technology as much more than a cost of doing business it likely changes the landscape of where one procures it. It is not impossible for internal IT to compete in that world but they really need to step up their game and explain exactly why they are the optimal provider of certain packages of services versus everyone else.
Given that there will be at least 3 or 4 sources for these services it seems to me a good service delivery optimization system is put in place so the decisions can be based on a solid basis of facts, rationally and empirically. That will require that other key management processes for IT Services be in place, that make service provision optimization possible, such as financial management, asset management, portfolio management and capacity planning. All of this is of course dependent on a clear corporate strategy and understanding of whether internal IT is considered a strategic asset or not.