IT Governance and Executive Strategies

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Photo of Stephen ElliotOffline

Thomas J. Watson once said "Would you like me to give you a formula for success? It's quite simple, really: Double your rate of failure. You are thinking of failure as the enemy of success. But it isn't at all. You can be discouraged by failure or you can learn from it, so go ahead and make mistakes. Make all you can. Because remember that's where you will find success."

CIOs and their management teams across Application Development and IT Operations and Infrastructure are in a very enviable position. They are increasingly able to “fail”, learn and incorporate the learnings from their mistakes, and do so with limited repercussions.

Photo of Joe PucciarelliOffline

Transformation IT Skills In Demand and Expensive

By Joe Pucciarelli

Today, IT executives are under increasing pressure underwrite accelerating innovation with their organizations -- brought on by a confluence of new digital technologies and escalating market pressures. To meet the challenge, they are pushing hard to recruit and manage talent and maximize their organizational capabilities and resiliency while dealing with unprecedented technical and organizational challenges in digital transformation (DX).

Photo of Stephen MintonOffline

IT spending is predictable, until it’s not. Upgrade cycles and product development are usually well understood, and an increasing proportion of tech spending is driven by a smaller group of customers (service providers and consumers). As the cloud becomes more and more central to the way that en-terprises purchase and consume technology, so the overall market becomes increasingly hitched to the infrastructure investments which drive those services. Meanwhile, a large proportion of consumers continue to upgrade smartphones on a 2-3-year cycle, while PC and tablet upgrades move at a slower pace. And network investments are more stable than ever, both from enterprises and service providers, as businesses (and consumers, for that matter) become more and more reliant on the net-work for their mobile and cloud-based services.

Photo of Eric BloomOffline

Imagine you planned a party and no one came. You rented the hall, selected the menu, hired the band, and invited all your friends to join you. Then, to your chagrin, no one could attend because everyone you know also planned their own event on the same evening. This is the social equivalent of the dilemma facing organizations today who built next-generation strategies to digitally transform their business models, internal operations and/or corporate direction and can't find the technologists to build it.

Photo of Stephen ElliotOffline

Today, solving internal conflicts and improving collaboration between development and operations teams have become an executive priority for driving business results, not just cost reduction. Cloud-based IT capabilities are delivered from multiple delivery models, increasingly targeting multi-modal platforms (from legacy to mobile and IoT). Business and IT demands now dictate the need for agility, reliability, performance, and security for high-performance IT organizations.

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