Well-intentioned IT leaders, and their functional peers, want to apply run-like-a-business concepts like customer satisfaction and value creation to the operations of shared service functions. If we can describe things with the same words, we can apply the same fixes. But it's a bit tricky to restate things in a meaningful way...
Making the organizational design decision for where digital resources are deployed? Do focus on where the impact is best aligned with your mission and objectives; don’t fixate on controlling resources.
There is a flaw in my simplistic story of the Three IT Archetypes - if/when someone points it out, I will openly admit it, but would also insist on a follow-up conversation. Strictly peer-to-peer [regardless of title], one part technique and one part philosophy - and preferably over a suitable beverage. The problem is the oversimplification - although the diagram hints at it, you typically need to point out that there will always be some overlap. eCommerce is a classic…
A simple tactic for fighting the ever-growing list of legacy applications, spreadsheets, reports, customizations, and processes that no one knows how to maintain, but nobody seems to want to get rid of (aka Technical Debt).
I'll tell you about this visualization from a recent internal conversation, but I may end up aggravating some career IT people out there. Yes, I have massively oversimplified things - but I'm trying to develop a broader understanding, and I think it's a good first step. The original question was "How do I manage IT?", but it quickly morphed into "how can I drive / derive value from IT?" (note the powerful difference that a single letter makes - derive sounds sustainable)…
Practical, tested suggestions and approaches that will help translate cybersecurity technology and process to concepts that will resonate with the Board.
First in a series of posts on presenting a summarized view of Corporate IT using SQDC-style KPIs - a Lean Management-inspired way of speaking in a language your Manufacturing Operations teams will understand.
One of a series of posts on presenting a summarized view of Corporate IT using SQDC-style KPIs - a Lean Management-inspired way of speaking in a language your Manufacturing Operations teams will understand.
First in a series of posts on presenting a summarized view of Corporate IT using SQDC-style KPIs - a Lean Management-inspired way of speaking in a language your Manufacturing Operations teams will understand.
This evening (Monday, 11 Feb 2013) , I did a presentation on Developing IT Strategy in a "Consumer IT" Environment - an expansion on some of the ideas that I have written about previously. I’ve posted my slides here – I realize that they do not “stand on their own”, and need some explanation, but if you weren’t in attendance and are interested in hearing more, let me know in the comments - happy to review with anyone interested. Developing IT Strategy that Connects…