Changing your way of thinking is not easy. Culture, habit, and time pressures conspire to keep the things as they are. getting to the next level, regardless of what level that may be, requires this very change however...
Read MoreLet's be clear. Decisions are made by people - by individuals. Decisions are not made by groups or committees...
Read More...It is often thought that big decisions need big process to support them. This is not necessarily so. Sometimes speed of decision is more important than the comprehensiveness of a "big process". Let us be clear though, a process (formal / informal, structured / unstructured, instinctive / thoughtful) exists for all decisions, whether you realize it or not.
Read More...Another tool I have found is to review margin notes of managers, directors, and above. When available, if you are able to take a look at meeting agenda's, presentation handouts, status reports, and the like you may notice something quite interesting. The handwriting which people place on these documents are far more than simple markings. The handwriting which in the margins is the individual's personal take on specific items. In a similar way that handwriting analysts are able to understand a writer from their handwriting (based a direct connection from brain to pen to paper), margin notes are created in the same way...
Read More...At the edge, the action is about change. The action is about identifying a vision and working towards transformation of an organization. In the post noted above, Edge IT is defined as functions and services that rhyme with IT Strategy, workforce planning, financial and operational modelling, scalability and capacity planning. This is an area where leadership makes all the difference...
Read More...This is also the area where truly great IT organizations separate themselves from their peers. Organizations which are able to articulate the problems to solve, the benefits and costs in doing so, and have develop a well though through approach in addressing the problem have a huge leg up. By doing so, the organization can avoid false starts and mis-direction, early involvement of stakeholders instead of late, and the projects have a better chance of running to conclusion. In general, this will provide a more efficient use of capital.
Read MoreSeveral months ago, I was introduced to the concept of differentiating IT into "Core" and "Edge" functions. This very useful construct has significant implications to the way that you think about management and leadership of an IT department...
Read MoreMaking people happy is over rated. Making everyone happy is impossible. Getting the job done, no matter how difficult, is enormously under rated...
Read MoreAll those of you who have participated in a Sarbanes-Oxley audit hold up your hand? Good. Now, how many of you have been involved in documenting the processes under scrutiny by the Act? I see fewer hands up. For those of you with your hands still up, do you notice something interesting in each of these processes? Thats's right, there's a healthy dose of technology inside these processes - and a healthy percentage of this was developed by people who don't work within...
Read More...In order to meet this need, IT organizations are built around managing volume, oriented around large-scale initiatives, and work within defined processes and methodologies to prioritize among the enormous number of items competing for attention, and do so while minimizing the risk to all.
Read MoreWe help organizations take their next steps, whether that be by through establishing a vision, and supporting operations to realize the vision, introducing emerging technologies, or working through the human capital challenges, we are there for you, engaging at whatever point you are in your journey,.
