Where Data Security Fits in Two-Speed IT

“Where does security fit in bi-modal IT departments?” asks Mary K. Pratt on CSO Online. She explores the question with IT leaders from a handful of organizations, opening her discussion by noting:

“The bi-modal idea has its benefits and its pitfalls but the determination seems to come down to the size of the enterprise. In the mid to smaller companies, there is not the luxury of splitting the security group out into subgroups. In the bigger companies the question becomes where do the security folks belong.”

Though the CIOs she speaks to take different approaches to managing bi-modal or two-speed IT, they generally agree on two points:

where security fits in 2-speed IT1) It’s best to perform both speeds or modes of IT–innovation and operations–in one centralized group, rather than two separate teams where the innovators “throw things over the wall” to operations as applications are developed.

In this structure, the same individuals work on both innovation initiatives and day-to-day operations tasks, though overall a greater share of time is spent on operations, and employees vary in how much time they spend on each type of work.

2) Security has become so important, as cyber threats have multiplied, that it must be baked into new projects, not added later as an afterthought. Ultimately though, security “should sit in operations.”

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How Service Catalogs Help Enterprise IT Innovation

Over the past few decades, organizations have applied technology primarily to reduce costs. Faster computers, instantaneous global communications, and specialized software for every business function have dramatically improved productivity and driven costs out of the value chain.

But the days of cost reduction as the primary focus of IT may have ended. As noted here a year ago, “improving the effectiveness of business processes” has replaced reducing costs as the top concern of IT leaders.

BPI IT innovation report - accelerating business transformationNow, fresh research from the Business Performance Innovation (BPI) Network reinforces and builds on this trend. Across enterprises, business leaders are looking to IT and new technologies to help “increase agility, improve customer experience, and make their companies more competitive.”

As the mission of IT is transformed from driving out costs to driving business model innovation, IT’s profile is raised as well. Per the BPI research, almost two-thirds (65%) of enterprises “say technology has become ‘far more important’ to their organizations in the past five years. Another 28% see it as ‘somewhat’ more important.”
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The CIO’s Role in Stellar Customer Experience – Hunter Muller

The role of the CIO has shifted dramatically in the past few years, from the traditional focus on “keeping the lights on” to playing a more strategic part in aligning IT with the business, as well as embracing trends like the consumerization of IT.

Yet in his new book The Big Shift in IT Leadership, author Hunter Muller “contends that many CIOs remain focused inward, only concerned with technology,” according to Anita Bruzzese on The Fast Track blog.

The Big Shift in IT Leadership: How Great CIOs Leverage the Power of Technology for Strategic Business Growth in the Customer-Centric EconomyAs Bruzzese writes, “The best CIOs, (Muller) says, know that results beat out technology. Having great technology doesn’t mean much if customers aren’t having a good user experience.”

Muller believes CIOs should not only contribute their expertise to efforts aimed at providing a great customer experience (for both internal and external “customers”), but to take a leadership role in this area.

He views IT leaders as uniquely positioned for this task, because CIOs “have total visibility across the organization,” and with that access, “have a golden opportunity to help develop innovative strategies and spur collaborations that will have a big impact on the organization’s overall success.”

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Why Team Chat Alone Isn’t Enterprise Collaboration

While there’s a great deal of chatter about team chat applications, actual enterprise adoption remains low. Why? Quite possibly it’s because enterprises won’t invest in new tools without a specific need; and when such needs are identified, team chat apps often lack the functionality required to address them.

A recent study by Irwin Lazar, vice president and service director at Nemertes Research, defines team chat apps as those that:
Why team chat alone isn't enterprise collaboration

  • “Offer persistent group collaboration spaces that include text chat, document sharing, and often voice/video/desktop sharing;
  • Are typically available via mobile app stores or via a browser as a cloud/software-as-a-service (SaaS) product;
  • Enable easy inclusion of team members from inside and outside of the corporate firewall; and
  • Offer a freemium model designed to get users hooked, and then pay for additional functionality such as security and management.”

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Data Breaches and Enterprise Information Security: A Better Response

From major retailers to news services to government agencies, headlines about major data breaches are now alarmingly common.

Of course, hacking is nothing new. Initially the province of underground hobbyists, hacking burst into public consciousness with the release of the 1983 movie War Games. Though it’s now quaintly nostalgic, clips from the film were actually shown in the U.S. Congress at the time as “a ‘realistic representation’ of the dangers of hacking,” and inspired passage of the Computer Fraud and Abuse Act (CFAA) within a year.

How to respond to data breachesToday, despite heightened awareness (and extensive investments in data protection technologies), the number and cost of data breaches continue to rise as foreign governments and cyber criminals seek to steal information for commercial and military advantage.

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Five Keys to Successful Collaboration in the Future of Work

Despite panic-inducing, high-shock-value headlines like Will machines eventually take every job?, there’s little to worry about for most workers. Robots are more likely to supplement human labor than to replace it.

But while automation technologies broadly speaking (robots, “smart” machines, and software) may not destroy many jobs (if any) on net, they will certainly change the nature of the future of work.

Future of work is more collaboration than robotsThe work of the future will be technology-assisted, data-driven, and collaborative. Simple, autonomous tasks (e.g., scanning a barcode) are easy to automate. Complex tasks requiring a mix of expertise (e.g., designing and developing a business software application) are far more difficult, and not candidates for automation any time soon.

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Enterprise Collaboration Tools: Hammers in Search of Nails?

All but the simplest processes in an enterprise require collaboration of some type, whether it’s two co-workers writing a document, or a cross-functional group of employees developing an application or resolving a thorny technical issue in coordination with external vendors and partners.

Email or file-sharing tools are often all that’s needed for simple projects. But for complex situations, enterprise collaboration tools offer more sophisticated, specialized functionality for communication and task management.

Enterprise collaboration tools: best if used properlySo why is it that CIOs “can’t sell enterprise collaboration tools” within their organizations, according to recent CIO magazine piece? As Matt Kapko writes:

“Enterprise collaboration is a dubious pursuit. You can almost sense its impending failure the minute it gets introduced to a workforce and becomes just another tool that employees are supposed to use…

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