CIO Forum

 Cio Forum is for Global Information Technology Industry

  1. A poor estimate is often cited as the root cause for an IT-enabled digital transformation failure.  The estimate itself is obviously not the cause for failure.  Rather, it is the behaviors and actions that are driven by the poor estimate which ultimately deem the project a failure.  Failure to develop an accurate estimate with the appropriate contingencies can lead to:

    • Attempts to lower costs by assigning less capable talent than was assumed by the estimator resulting in flawed designs/execution.
    • Reductions in scope to meet budget targets resulting in the inability to achieve the established business case.
    • Flawed participation plans put in place leading to the inability to apply talent on time.  Result – cascading of additional overspend.
    • Questioning of management’s competencies by senior leadership. This can result in a dysfunctional governance model as the delegation of decision-making becomes inhibited.

    How is it that so many IT-enabled digital transformation programs start with a low estimate? 

    We will start by setting aside those estimates that were put forth with the knowledge that they were low.  These low-ball estimates are sometimes provided by consultants working to get their foot in the door, or by executive sponsors working to gain approval for their programs.  Excluding low-ball estimates, the primary cause of poor estimates tends to be a lack of experience and background of the leader.  

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  2. Several years ago, Allan Hackney, then CIO for John Hancock, told me that the age of IT producing things was narrowing to services that drive competitive advantage. Everything else would occur as a service broker. So how has this concept matured? How has it changed? I asked the #CIOChat for their thinking.

    What elements of the ‘supply of IT’ should be owned by IT?

    CIOs are not a fan of a control model. IT, they said, should understand the context of business needs and deliver solutions that exceed them. What Theodore Levitt called the augmented product. This was seen by CIOs as the internal IT differentiator.

    CIOs believe that IT service brokers should provide services to their customers regardless of how those services are sourced. Sourcing should belong to IT with appropriate help from integrated finance, the CISO, and others. One CIO said they have told their business peers that the business decides what and they decide how. Clearly, this does always occur today.

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  3. The majority of IT leaders expect their 2019 IT budgets to increase or remain unchanged, driven largely by the need to upgrade aging infrastructure, accelerate a shift to the cloud or improve the employee experience of what IT offers.

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    (Insider Story)
  4. Just 5 percent of Fortune 500 companies are led by women. While the efforts to improve representation of women in leadership roles begin as early as elementary school and continue at every level of employment, the needle hasn’t moved in any significant way thus far. According to new research from online learning company D2L, that lack of progress could be because of the significant differences in the ways men and women are exposed to training at their companies.

    After surveying 1,000 corporate workers across a variety of industries in February 2018, D2L’s research reveals that in general, women are less aware than men that training opportunities exist in their organizations in almost every category of learning, and less information is passed down to them from those at the top.

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  5. This post was originally published on LinkedIn by Omri Gazitt, Chief Product Officer at Puppet. It is re-published here with his permission.

     Without automation, moving to the cloud sacrifices its most important advantage: agility

    The move to the cloud represents the biggest sea change for IT in a generation. In the 2000s, virtualization allowed IT organizations to consolidate many workloads on the same physical hardware, thereby increasing utilization and efficiency. It also provided a critical stepping stone. Building on virtualization, cloud platforms provide the ability to run these virtualized workloads on rented infrastructure managed by the cloud provider, freeing IT from having to maintain physical data centers and the infrastructure that runs in them. Avoiding what Werner Vogels coined “undifferentiated heavy lifting” frees both capital resources and human resources to focus on delivering business value.

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