Sure, the first days in your role as CIO are critical. Advice abounds in books, blog posts, and presentations for how to approach your initial 90- or 100-day period. These recommendations are compelling and directionally sound. In reality, it’s rare when a CIO nails their first 100 days in perfect form. But that’s ok! The real issue is what you should do after the first 100 days are up.Read More
There is a new type of CIO on the scene: the Transformational CIO. Transformational CIOs focus on external customers, innovate, think about the top line, drive business process evolution, and change the culture of the entire organization.
The almost-extinct type of a CIO—one we would all like to forget—we’ll call the Traditional CIO. Little is written about the misery of the Traditional CIO. Traditional CIOs are focused on technology first, take orders from internal customers, don’t rock the boat, and diligently reduce IT spend by 10 percent year over year, using band-aid solutions to keep outdated technology operational.Read More
We are big believers in an iterative model for vendor engagements. It’s a novel concept for some organizations. To determine if the approach is right for you, familiarize yourself with the potential risks and rewards for both the client and the vendor.Read More
Agile is now being used far beyond its original purpose, which was software development. We see organizations apply Agile methodology to any project or program where the end result is a continual work in progress.
Come to think of it, my son and I use an Agile approach when we go fishing. We know we want to catch a bunch of fish, but we don’t know what kind or where, so we move our canoe around the lake all day based on our success in each spot, wind direction, time of day, and other factors.
Abraic exercises an Agile approach for our internal innovation program. Our R&D group is working strictly on a high-frequency, trial-and-error basis in one-week sprints. This minimizes cost exposure and allows us to make adjustments based on the latest findings.
Another area where an Agile approach is very effective is vendor engagement. The predominant practice to date has been to take an ambitious high-level scope and hand it off to a chosen vendor by means of a complex, long, and expensive contract. Yet, there are many cases when the project requires a significant redirection, including changing the vendor, utilizing in-house resources, re-scoping the project, putting the effort on hold, and so on. We end up having a to make a tough choice: make minor tweaks and complete as planned even if it doesn’t match our expectations or try to renegotiate – a lengthy and painful endeavor that may involve legal and oftentimes damages relationships.Read More
As with most significant changes, digital transformation can elicit both passive and aggressive reactions. In the correct context and with the right audience, both perspectives can be valid and useful. How can IT leaders embrace these representations to enact true transformation within an organization? (more…)Read More
Intense media coverage makes it seem as though digital is taking over the world and traditional companies are doomed to become obsolete. If you are not confident with your digital strategy and where you stand among your peers, this exaggerated buzz might be daunting. As Mikhail Papovsky, Abraic founder and CEO, concluded at SIM Connect Live in Dallas, the sky is not falling but changes are needed. Adopting an unemotional, pragmatic approach to digital transformation will allow every organization to survive and prosper.Read More and Download
While IT implementation challenges may seem similar across industries, it often takes a deeper dive into a profession’s nuances and specific constraints to fully understand potential barriers to success. I was reminded of this recently at home during dinner. (more…)Read More
Today, headlines about digital transformation dominate blogs and journals. IT leaders feel that they should have already started their organization’s transition into the digital age. But the amount of buzz around this trend shouldn’t force you into a hasty decision.
For years you’ve been told to avoid technology for technology’s sake – yet the same trap is catching CIOs pushing for digital transformation because everyone else is doing it. Like any IT initiative, digital transformation only makes sense if it supports your organization’s overall strategy.Read More
A Center of Excellence—such as an OSM (Office of Strategy Management), PMO (Project Management Office), IT Governance, Continuous Improvement, or similar task force—is usually established to achieve one or more of the following core objectives within an organization:
- Implement and popularize a best practice
- Add a new capability, function, or technology
- Improve utilization of (or return on) an asset
- Upgrade employees’ skillsets
Leadership requires taking risks. But technology must work reliably. How do IT leaders square these two realities?
CIOs are driving organizational strategies now more than ever. The more a CIO’s success is tied to business outcomes, the more risk they assume. Traditionally, CIOs have been responsible for KPIs like uptime and system availability to support internal productivity and operational efficiency. But suddenly—now that all industries are becoming digital—there is much more at stake.Read More