How are we going to solve this problem?
It’s impossible to know all the possible solutions to a given problem, and the more complex the problem, the more possible solutions there may be.
Nothing inspires me to grab my toolbox more than problems that need solving. How do you add solutions to your toolbox? How do you hone your skills in applying those tools?
This is why trying is everything.
Without the upfront work of experience and trying things, you may not know which tool is sharpest, or the best fit for problem. In tech work this means trying lots of things, platforms, technologies and approaches to applying those technologies. It means talking to people who have tried lots of things and connecting to people who carry a bigger toolbox or sharpened tools.
Get involved in communities, join meetups focused on solutions and try everything!
Ready to try something new? Join our hackathon: http://developer.kineticdata.com/hackathon
While CIOs across industries are grappling with new threats and opportunities presented by revolutionary technological change, those who work in college and university settings face unique challenges.
Writing on LinkedIn Pulse, Tracie Bryant notes than in addition to common CIO challenges like budgeting, strategy, and training, higher ed CIOs must also address issues like scaling up bandwidth to handle “the booming popularity of online classes,” and implementing an advanced technology infrastructure to attract the best and brightest students and faculty (as well as donations).
Continue reading “Higher Ed Service Catalogs: Six Top Questions Answered”
The consumerization of IT, digital business model disruption, and the need for greater speed in technology development are combining to dramatically change the role of IT service management. According to Dennis Drogseth of Enterprise Management Associates (EMA), “Both the ‘rules’ and the ‘roles’ governing IT Service Management (ITSM) are evolving” as the relationship changes “between IT and its service consumers.”
In The Future of ITSM: How Are Roles (and Rules) Changing? Part 2, Drogseth details several conclusions from the organization’s research, expanding on previously reported findings. Here are three observations that stand out, with additional commentary.
Service management isn’t just for IT anymore.
Among EMA’s findings, “89% of respondents had plans to consolidate IT and non-IT customer service.”
Continue reading “Three More Key Findings About the Future of IT Service Management from EMA Research”
The confluence of disruptive business models, emerging technologies (cloud computing, IoT, wearables) and the consumerization of IT has dramatically redefined the role of the CIO. While there’s no question the CIO’s job description is evolving (a Google search for “changing role of the CIO”–in quotes–yields more than 30,000 results), there’s no clear consensus on exactly what that means.
But a recent research report from Deloitte and accompanying summary suggest a new twist on the title: the CIO as “chief integration officer.” In this role, the CIO “integrates” technology, ideas, and processes across business functions to drive innovation and improve business performance.
The full report is well worth investigating, though it runs to 150 pages; the summary is an informative, quicker read. Continue reading “New CIO Role: Eight Ways to be a Chief Integration Officer”
As noted here previously, there are numerous words, phrases, and acronyms which are either unique to the IT service management and ITIL world, or have a specific meaning within those contexts.
To help clarify these terms and concepts, Kinetic Data has compiled definitions for nearly 60 items in our ITIL – ITSM glossary.
But the IT discipline is constantly evolving, with new practices, technology, concepts, models, trends and ideas being introduced. Reflecting these ongoing changes, four new entries were recently added to the glossary of ITSM terms.
Few terms in the realm of ITIL and IT service management are as controversial to define as DevOps; there seem to be nearly as many definitions as the number of people trying to define it. Continue reading “New Definitions Added to the Ultimate ITSM Glossary”
Have you ever found yourself so totally immersed in an activity that you lose track of time? Perhaps while putting together a puzzle, solving a complex problem, or heads-down in a hobby, you’ve become engrossed in the task at hand.
If so, you’ve experienced “flow,” the highest state of human performance and productivity.
Though the term originated in research by psychologist Mihaly Csikszentmihalyi and his 1990 book on the subject, Flow: The Psychology of Optimal Experience, the business world has only fairly recently recognized its potential for increasing employee happiness and improving the customer experience. Continue reading “Why High “Flow” Companies Will Win – And How to Become One”
The link between employee happiness and business results is clear, according to recent research from the Russell Investment Group, Deloitte and others. Happy employees make for happy customers, leading to higher profitability and stock price.
Summarizing the studies in Forbes, Blake Morgan affirms that happy workers mean higher profits, noting “publicly traded companies in the Fortune ‘100 Best Companies to Work For’ list have gained an average 10.8% a year since 1998” (versus 6.5% for the DJIA and 5.3% for the S&P 500 over the same period).
She further observes that “The same companies invest in employee happiness year after year. The rest continue to not invest. There’s a clear line between companies that get it and companies that don’t.”
While numerous factors impact employee happiness, a proactive IT support strategy can play a key role. Continue reading “Happy Employees, Happy Customers, Higher Profit: How to Get It All With Proactive IT”
It’s easy to bash the IT department; to deride it as the land of no and slow, a roadblock rather than a resource, a group it’s easier to work around than to work with when addressing urgent and rapidly changing business needs.
But given the current and on-the-horizon risks of digital disruption of business models (example: one-hour photo shops were a rapidly growing business in 1988, but their numbers have plunged from more than 3,000 shops across the U.S. in 1998 to less than 200 today) from developments like 3D printing, cloud computing, and the Internet of Things (IoT), technology is playing a bigger role than ever in businesses of all kinds.
That makes IT’s role more vital than ever. Practices, processes, and in some cases even attitudes need to change, to be sure, but now is the time to engage IT, not hate it. Forward-thinking companies like Nordstrom and Starbucks—while not “technology companies”—are embracing IT internally and externally to improve both operational efficiency and the user experience for customers and employees alike.
Yet inside many corporations, IT is viewed as an impediment rather than an enabler in embracing digital change. In her article 8 Things We Hate About IT, Susan Cramm acknowledges that “nobody hates the people in IT—it’s the system that’s broken. Continue reading “8 Things We DON’T Hate About IT”