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Stephen Andriole

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Dr. Stephen J. Andriole is a Fellow with Cutter's Business Technology Strategies practice. Dr. Andriole's career has focused on the development, application and management of information technology and analytical methodology to complex business problems. Read more ...

 

Volatility is relative. Some fields, like accounting, move slowly. Other fields, like technology and marketing, move much faster. Business models and business technology move as fast as any field on the planet. The challenge is both exciting and daunting. At Villanova University, I tell my business technology students that they have chosen a field that never ends, is always changing, and will bear no resemblance to itself in three years, every three years. Most of the students are excited about the prospects of never being bored, but others are apprehensive about graduating with an immediately obsolete degree, knowing that in order to succeed as business technology professionals, they must remain in at least “street college” (what …

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Social media is everywhere, all the time. It’s about participation — by everyone. There are a billion blog posts and tweets a month, and the volume is growing at well over 50% a year. Companies need to decide what they should do about — and with — social media and how they should routinely deliver social business intelligence (SBI) to multiple business functions. How should they acquire social media listening/analysis/engagement services? There is more to the process than meets the eye: all social media vendors are not created equal. Should companies develop their own social media listening/analysis/engagement capabilities, or should they buy them in the marketplace? The data clearly shows that the majority of companies …

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Defined vs Ready Technology Adoption — The Future is Now (and Forever)

In the 20th century, companies waited until their industries and competitors fully vetted technologies before investing in even the most tried and true ones.  Technophobes believed that investing too early was indulgent and reckless.  Executives wore their late technology adoption strategies as badges of corporate honor.  Today, emerging technologies are ready for immediate deployment:  iPads are ready; Dropbox is ready; Skype is ready; ListenLogic is ready; Foursquare is ready; YouTube is ready. I predict that these and many other hardware and software technologies will be adopted without clear (or “validated”) requirements models, without the venerable SDLC, and even without rapid prototyping. I predict that technology adoption will turbo-charge into instant deployments.  The figure below summarizes defined …

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Emerging Technologies to Enable Business Models & Processes at Unprecedented Pace

2013 is the year when a major re-thinking of business technology strategy — organized around the power of emerging technology — will begin. The re-thinking will be driven by the rapid deployability of emerging technologies like cloud computing, social business intelligence, mobility, location-enabled services and big data analytics. The time-to-technology-deployment is shrinking — fast: companies will dramatically accelerate their adoption of emerging technologies — especially due to cloud delivery — and redefine their business models and processes around the capabilities of the new technologies. Examples include location-enabled services for cross-selling and up-selling, social business intelligence for corporate crisis warning and management, big data analytics for slicing customer profiling and performance — in real time — …

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Valuation Models Will Overweight the Importance of Cloud Delivery

By the end of 2012, Wall Street will dramatically modify their valuation models of software and technology services companies to overweight the importance of cloud delivery. Companies that can demonstrate significant growth in cloud services will be rewarded; those that fail to embrace the cloud will be punished — in the wallet, where it hurts. And since Wall Street analysts don’t slice and dice “the cloud” the way those in the trenches do, all kinds of public and private cloud services will be bundled in their valuation models. This trend will solidify the standing of cloud delivery services as the primary driver of corporate valuation models within and beyond the US, valuation models that enable …

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If you’re new to technology management, then much of what appears in this Advisor may strike you as opinionated, cynical, and arrogant. But if you’ve been at IT for a while now, you’ll see the contents as accumulated wisdom. This Advisor is for those who have been in the trenches for a long time as well as for those who want to jump right into the advanced course in gonzo technology management, skipping the pleasantries of undergraduate interning at your average consulting firm or within the discontented ranks of your typical struggling company. The assumption here is that the business technology relationship can be widened and deepened to yield significant business value. But there are land mines …

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Jan 112011
 

Risk management is a formal process owned by senior executives responsible for keeping everyone safe and sound day and night. They report to internal and external audit committees or, actually, prefer to avoid any and all interaction with audit folks since even a casual discussion with auditors can result in a boatload of work for entire teams of already overworked professionals. So what do they audit and how is risk assessed? Most risks are the standard fare. If the audit tells you that your disaster recovery plans are inadequate, then the company will be placed at risk. If your wireless networks are insecure, then the risk bells will go off. If your change-control processes are …

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It was always inevitable. If we ever solved the business technology alignment problem, as we were told so many times over the decades, we’d reach optimization nirvana. Is this the end of IT? Yes. It’s 2015, and everyone’s a chief information officer, or, more accurately, everyone’s a chief business intelligence officer. While your infrastructure hums in the cloud, all eyes are on strategic technology and the businesses now directly responsible — and accountable — for business technology optimization. The enterprise CIO is gone. The historical responsibilities of the office of the CIO have been distributed to the COO/CAO and the lines of business. Operational technology — which supports all of your company’s basic computing and …

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The trends are clear. There will be more and more outsourcing as we proceed through the 21st century. On-demand, “pay-by-the-drink,” and related models will dominate technology delivery for the foreseeable future — and very likely permanently. Lack of expertise in the US is accelerating this trend. So where does this leave us? With a new requirement: vendor management. Vendor management is a broad area. Let’s explore the strategic highlights. First, you need a comprehensive sourcing strategy and inevitably a strategy driven by the results of a core competency assessment. (Yes, you have to do this again.) The essential questions here revolve around the core/noncore relationship between technology and your business models and processes. Put another …

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Technology governance is something every company needs. But it’s also something that most companies would prefer not to discuss — or publish. The fact is that without explicit, consistent, well-communicated and well-supported governance, you will experience some degree of chaos in the technology acquisition, deployment, and support process. I’ve written a lot about governance over the years. I am one of those who believe that governance can make or break a technology organization’s ability to deliver business value to its clients. I also believe that governance is absolutely, positively political and therefore complicated, convoluted, and at times deranged. Because of the politics, personalities, and corporate cultures that influence and manipulate governance, it’s necessary to be …

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