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
Rapid business change combined with the increasing importance of technology across all aspects of business operations have raised the profile of the CIO role—as well as the challenges.
And with close to half of all current CIOs now in their 50s and 60s, the coming decade will see not just significant changes to this role, but also to the backgrounds and perspectives of the people coming into those jobs.
Those are among the conclusions from the Society for Information Management‘s (SIM) IT Trends Study 2015.
Summarizing the report’s findings for InformationWeek, Jessica Davis writes that the report provides a “snapshot of (today’s) CIOs…(along with) insights into the technologies their organizations regard as essential today” and offers a close “look at what’s on the minds of these key executives.”
Continue reading “Eight Top CIO Concerns for 2016: Research and Resources”
As 2015 winds down, IT leaders and their teams are looking at internal needs and external conditions in formulating plans and setting budget priorities for the coming year.
The recently released 2016 State of IT Report from Spiceworks provides a wealth of information about how IT teams are formulating plans for the year ahead.
The report covers IT budgets, spending and staffing plans; the trends and concerns keeping IT pros up at night; and a look forward at technology adoption trends.
Among the abundance of facts and stats presented, here are three noteworthy findings, along with additional observations.
IT pros will “need to keep doing more… with less.” (Here’s one strategy to help.)
One of the key top-level conclusions reported by Spiceworks is: “IT pros don’t expect their IT staff to increase in 2016, which means they’ll need to keep doing more… with less.”
At the same time, more than half of IT organizations say “end-user need” is a key purchase driver.
Continue reading “Three Key Takeaways from the 2016 State of IT Report”
“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:
1) 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.”
Continue reading “Where Data Security Fits in Two-Speed IT”
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.
Now, 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.”
Continue reading “How Service Catalogs Help Enterprise IT Innovation”
The current state of the market for enterprise collaboration applications seems to present somewhat of a paradox. On one hand, leaders in business and government recognize the increasingly vital role collaboration will play in the future of work, and the benefits of apply the right tools and technology to facilitate that collaboration.
On the other hand, other than for simple point-solution tools (e.g., file sharing, team chat applications), actual adoption of enterprise collaboration technology remains low. They are often viewed as tools that are difficult for CIOs to “sell” within their organizations.
The tide may be shifting: a recent study by IDG Global Research found that “79% of all respondents consider internal collaboration to be of high importance at their organizations overall and 60% of all respondents consider external collaboration to be of high importance.” Furthermore, half plan to back up those beliefs with increased spending on enterprise collaboration technology in the coming year.
Continue reading “Six Ways to Make Enterprise Collaboration Work Better”
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”