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”
By Andrew Kramer and Matt Howe
There’s increasing interest among enterprises in IaaS (Infrastructure-as-a-Service). Many organizations are moving their servers to cloud-based providers like Amazon Web Services (AWS) and Microsoft Azure, among others. The promise of the cloud is fast and cheap infrastructure, but that needs also be balanced with security and control.
All cloud providers offer API integration to their services; Amazon has a vast array of services and completely documented APIs (and even a Ruby SDK), making the work of creating integration with these services fairly easy—if you have the right tools.
One of our customers, a global technology company, recently asked us to create a way to provision a Virtual Private Cloud that included their business rules—something they’ve struggled with using other tooling. Continue reading “How to Provision a Virtual Private Cloud in 45 Seconds”
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 the Kinetic Vision blog approaches another significant milestone, its 200th post, here’s a look back at the top 20 most-read posts since the blog’s launch in March of 2011.
Not surprisingly, the phrases that occur most frequently in the posts below indicate readers are most interested in industry research about request management (that’s what we do), its applications (service catalogs, employee onboarding, BYOD) and its benefits (cost savings, process automation, risk management).
It’s also not surprising many of these are “evergreen” posts; these are articles with a long “shelf life” that continue to draw significant numbers of views month after month. The most-read post so far in 2015 (How IT Will Change by 2020 – Research From HDI) narrowly missed the list below, coming in at #23 all-time.
Here then are the top 20:
Continue reading “Looking Back: The Top 20 at 200”
Organizations constantly change: they add and drop product lines, acquire other companies, divest business units, and expand into new markets or countries.
The true measure of any enterprise technology is not whether it can merely adapt to such changes, but also enable continual improvement, both operationally and in employee experience.
When Schneider Electric launched an initiative to upgrade its employee services request portal, it put its request management software to the test. Here’s the company’s story.
Schneider Electric is a global organization with more than 170,000 employees in 134 countries, supplying a wide range of business and residential energy products and services.
Continue reading “Schneider Electric Energizes Employee Services with Smarter Request Management”
Buying new enterprise technology is an important decision, as good choices often stay in place for a long time (for example, IBM still has roughly 6,000 mainframe customers—including 355 of the Fortune 500). And bad choices can be extremely costly.
That’s why buying cycles often take close to a year, and involve half-a-dozen or more members on the selection team.
Many of the criteria are obvious: does the product meet functional requirements? Is it a good value? Does the vendor have a solid track record?
But there are equally important though less overt factors to take into consideration when selecting enterprise technology. A few months ago, a post here covered six questions to ask when choosing an IT vendor, from CIO magazine. Here are seven more decision criteria to use, according to eWeek—along with the answers you’d get from Kinetic Data. Continue reading “Seven Key Factors to Consider When Selecting New Enterprise IT – from eWeek”
This couldn’t be happening at a worse time.
According to a recent study by the CIO Executive Council, poor communication is resulting in “a state of crisis between IT and non-IT employees, which could prove disastrous” in the current environment of unprecedented digital disruption.
Writing in CIO magazine, Brendan McGowan details the research findings. IT leaders recognize that building trust and credibility across their organizations is critical, but most acknowledge significant shortcomings in their groups’ communication abilities.
Continue reading “Six Ways to Deal With the “Crisis” in IT Communications”