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Posts Tagged ‘Strategic management’

Is hope a good strategy?

September 28, 2012 Leave a comment

Is hope a good strategy? For many of us in business, it seems to be on some days. We can break out of that vicious cycle though. With business technology, we can bring clarity to the business goal and help with a workforce computing strategy that enables the business goal.When thinking of the workforce computing strategy, some questions to answer are:

  • What is the measurable business goal?
  • What capabilities are needed to reach the goal?
  • What strategies is the business focused on?
  • What culture is our business creating?
  • What people, processes and information is needed?
  • What are the current gaps that exist with our employee computing environment?

David Johnson at Forrester Research has just published Forrester’s Workforce Computing Strategic Plan research. He  has some great insights.

How strange it seems then, that thousands of IT projects begin every day, but more than one third of them crash enroute. Why? I would argue that it’s because there is seldom a clear destination in mind, a rational plan to get there, nor a viable system approach in place to execute the plan. Most of the time, the destination and the means to get there are only vague estimates, and the elements of the strategy are rooted in hope.

via What Is A Workforce Computing Strategic Plan…And Why Do You Need One? | Forrester Blogs.

How comfortable are you at participating in business strategy conversations?

September 6, 2012 1 comment

The job of a CIO is a tough one. Understanding and being able to communicate highly technical concepts in plain business language isn’t easy. We all recognize that strategic planning is probably the most important thing we do. How good are we at it?

The business world today is extremely complex. Increased globalization; heightened merger activity; competition from nontraditional sources; shortened product life cycles; and a tightened regulatory environment are just a few of the items affecting a company’s strategic plan. Information technology can affect all of these things… and more.

In addition, many companies use technology as the strategic weapon necessary to survive in the fierce competitive environment. It is the job of the CIO to understand all of the aspects of the marketplace in which the company participates to help it effectively use information technology to address these challenges.

How comfortable are you at participating in business strategy conversations? A great question to think seriously about.

Is Information Technology a support area?

August 31, 2012 2 comments

Is Information Technology a support area? The traditional, “keep the lights on” world of technology just won’t cut it anymore. Of course everyone expects their laptop to boot up and connect to the network. No one even thinks about it until it won’t.

Our business partners expect more. They want us to be strategic. They expect us to know their goals, strategies and can capabilities. The want to know how technology can help them generate more revenue.

And so a revolution is under way. We aren’t the guys who “make the trains run on time” department. Or at least, we shouldn’t be.

In today’s world, the technology department cannot just be seen as a support area. It must be seen as a critical part of the business. It’s up to the CIO to drive that point home by positioning himself or herself as a strategic partner—with a distinct set of skills and tools at his or her disposal. Take the time to talk to employees that use technology regularly to really understand how they use it. Listen to business line leaders about what their people want and need to succeed—and explain how new systems can enable them to meet those goals.

via IT Implementation Depends Upon CIOs With Social Skills – The CIO Report – WSJ.

What is business technology?

We live in a world where simply trying to align technology with business units is becoming difficult or even impossible to achieve. Savvy business staff (via the Cloud) can select, fund and enable technology without IT.

Developing effective business strategy today requires us all to blend technology strategy and business strategy in the development stage of planning, not after the fact. Technology should be fundamental to all we do as we develop business strategy.

A slow but relentless revolution in which traditional technology management, historically delivered only by an IT organization, is changing to be pervasive technology use managed increasingly outside of IT’s direct control and measured by boosting business results. —Forrester Research

I think characterizing this as a “revolution” is right!!

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