Posts Tagged 'CIO'

Dec 022013
 
Welcome, Ken Morris

Ken Morris quietly joined Cutter’s Business Technology Strategies practice earlier this fall. And since that day, he’s been impressing Cutter clients and staffers alike! Like many Cutter Senior Consultants, Ken is a seasoned CIO. He has held senior IT leadership positions with two global specialty chemicals companies and a global industrial gases company over the past 20+ years. Ken is known for consistently delivering business value by cultivating, motivating, and leading high performance teams that are passionately invested in the success of the organization and the enterprise. Heady stuff! But when you meet Ken, you’ll know exactly why it’s true. Keep your eyes peeled for insight from Ken here at the Cutter Blog, and also …

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Aug 272013
 
Coherence of Vision

In my recent blog post Choosing Your Point of Organizational Incoherence, I stressed the importance of making a choice on how to deal with systemic incoherence that is beyond your control as a CIO or a CTO. Technology, economy and society are not likely to be aligned anytime soon; emphasis on maximizing shareholders value might make it impossible for you to make certain strategic investments; and, unrealistic expectations about predictability of the software development process might make you want to tear your hair out. True and painful that these three factors and possibly many others might be, you can’t just sit on your hands waiting for all the moons to be aligned. You have to …

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I saw the announcement of the Cutter Report on the proposed “Chief Data Officer” role, by Larissa Moss and Sid Adelman, and I have a problem with its message. Thank goodness that differences of opinion are accepted and even encouraged among Cutter consultants! I have absolutely no problem with stressing the importance of data in the enterprise, and the need to govern that data. On the contrary, I love information architecture, master data management, and other related concepts. I’ve quoted Larissa Moss before, because she said some really important things a number of years ago, before anyone else did. There. But if we need Chief Data Officers, it means that we have failed miserably at …

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The expanding investments in people and the retracting investments in people precede the economic business cycle of boom or bust. In other words, when companies begin to re-invest in people, productivity increases, creativity soars, new products appear and new customers are engaged. When companies pull back on people investments, sales start to sag, productivity declines, product introductions slow to a trickle and soon the business falters. The faltering of business is usually obfuscated initially by the drive for efficiency and financial engineering of the books but the employees reflect the dropping corporate barometric pressure. Rumors fly, people begin to hang out at the water cooler to commiserate and speculate about what is going on. High …

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IT organizations worldwide use dashboards to provide managers with the key performance metrics they need to steer their organizations in the right direction and make important strategic business decisions. However, the data being measured must be meaningful for the dashboard to be valuable. Considerable effort and resources can be wasted tracking the wrong information. Dashboards need to be regularly reviewed to ensure they incorporate data from all relevant sources. For example, organizations must now incorporate and leverage the vast amount of data coming in through their various social media channels, as this data provides key information on trends that can affect an organization’s bottom line. So what is the secret to designing a dashboard that …

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Sep 252011
 
Our Walls are Thicker

A couple of years ago I found myself immersed in a devops dialog with an executive of a fully integrated service provider. I forgot how many hundreds, if not thousands, of developers reported to her. While all might not have been well with the way software was produced in her organization, the bigger problem she was wrestling with was time-to-value. The software might be done, or even ‘done done’ as Agilists would often say, but its deployment unto the data centers owned and operated by the very same service provider was agonizingly slow. In particular, time to deployment of anything that touched legacy code was “infinite.” Figure 1: Wall of Confusion Slide By Patrick Debois …

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In the US and in industrial countries around the world, the recent economic crisis has triggered the first serious consideration of national spending priorities for more than a decade. Supposedly, every option is being explored and unfortunately, in many cases deficits are being balanced out by reduction in long-term investments in existing infrastructure. There are a few bright spots, however. For example, in the US, President Obama has included new money for high-speed rail. But what about roads and bridges and dams? Well, things are pretty bleak. A dam safety study in 2009 showed that out of 84,000 dams listed in the database, 4,000 needed remediation and 2,000 were classified as “high-hazard,” meaning that the …

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We’re thrilled to announce that Ron Blitstein has joined Cutter’s management team and is now Director of Cutter’s CIO practice. While this role is new for Ron, Ron is not new to Cutter! He’s been a Fellow of the Cutter Business Technology Council since 2007, and a Senior Consultant with our Business-IT Strategies practice. As Director of the CIO practice — which includes research, consulting, and training services around business-IT strategy and trends, enterprise risk management, security, sourcing, and innovation — Ron will lead the community of Senior Consultants focused in these areas and will lay out the research agenda in these domains. Ron’s 30-year career includes extensive international operations experience and spans all aspects …

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Dec 152010
 
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In the past several years, companies have invested in a variety of technologies to help them gather data about their customers, their employees, their products, and their services. This has been an exciting opportunity for IT to collaborate with colleagues in Marketing, HR, and Sales, among other divisions of the business on efforts ranging from customer relationships management to business intelligence. The sources of data are ever increasing as the channels through which customers and employees interact with companies increase from blogs to Twitter to old channels like phones and in-person interactions. IT executives are in a race to stay ahead of the deluge. 2011 will be the year of reckoning for many CIOs, as …

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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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