The Traditional-Transformational CIO Spectrum: What Type of CIO Are You?

Posted by in IT Management

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don’t rock the boat, and diligently reduce IT spend by 10 percent year over year, using band-aid solutions to keep outdated technology operational.

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An Iterative Approach in the Age of Fixed Budgets

Posted by in IT Management, IT Projects

The Agile methodology has been widely accepted and implemented in many organizations for various goals. Most use Agile for project execution and product development. We even advocate using an Agile-based iterative engagement model for vendor management to minimize the risk of getting locked into long, inflexible contracts, and to prioritize outcomes over arbitrary task lists.

Many executives still think an Agile methodology would never work in their organization. Some have even attempted to implement Agile and were not happy with the results. Agile flops tend to fall into one of two categories: The organization either did not implement the actual Agile methodology, or was not ready for it.

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Agile Sprints for Better Vendor Management

Posted by in IT Management

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.

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4 Insights You May Have Missed from the 2018 Digital Transformation Study

Posted by in IT Projects

The buzz around “digital transformation” can make it difficult to cut through the noise. In the same search, you may discover wide-ranging recommendations from respected sources that point in opposite directions. Whose advice do you follow?

We wanted to hear directly from CIOs on how they are solving the most common problems arising from their digital journeys, so we sponsored an in-depth market study.

From the Front Line: CIOs’ Perspectives on Digital Transformations (Bennett-Frank Associates, 2018) was powered by interviews with over 50 CIOs from a broad range of industries and company sizes regarding the current state of their digital transformations.

Here are the insights that stood out the most to us:

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Organizational Culture Eats Agile for Breakfast, Lunch, and Dinner!

Posted by in IT Management, IT Projects, IT Services

“Culture eats strategy for breakfast,” is a famous quotation attributed to the late business management guru Peter Drucker. While a debate continues as to whether Mr. Drucker actually said it, the statement itself merits further exploration.  I believe it means that any great strategy regardless of the depth of research, hard work, number of paid consultants, and even its own brilliance, will not achieve its intended future state if it fails to take an organization’s culture into consideration.

For part three in my Agile journey series, I will examine the importance of addressing cultural elements to achieve a successful Agile transformation. (more…)

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SIM Connect Live 2018 Conference Roundup

Posted by in Events

Did you miss SIM Connect Live in Dallas last month?  Don’t worry – we took notes.

For the 50th anniversary event, SIM put together something special for all ages and career stages. From youth groups presenting their world-class innovations to seasoned IT professionals and CIOs sharing their thoughts as they exit the industry, there was much to learn. We’ve put together a breakdown of our favorite sessions to keep you informed. (more…)

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CIOs’ Perspectives on Digital Transformation | Downloadable Premium Content

Posted by in IT Management

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.

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