Risk-taking

The Risk-Taker CIO Paradox

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.

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Executive Field Guide: IT Governance

There are dozens of definitions for “IT governance” out there. They use words like efficiency, effectiveness, alignment, control, and strategy—which are all valid terms. But the fact is, IT has only so much capacity and can get only so much done. Organizations need a mechanism for agreeing to what is (and what is not) on IT’s plate. That mechanism is IT governance.

The purpose of IT governance is to optimize IT’s workload.

Like most things, the more effort you put into governance, the more you will get out of it. However, IT stakeholders usually have their own areas of responsibility and limited capacity.

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IT mission - the road to the future

4 Pitfalls to Avoid When Defining IT’s Mission in the Digital Age

Agreeing on a mission statement is a healthy, worthwhile exercise for any organization or department. IT is no exception. The IT mission is a clear expression of the department’s self-perception and shared purpose.

As we forge ahead in the digital age, IT departments are starting to make up the majority of most organizations’ investment, operations, and risk. Thus, the term “IT is the business” has taken hold. Therefore, the further along your organization overall is on its digital journey, the more the IT mission should resemble the overall organization’s mission. In fact, taken to its logical extreme, the best practice would be to repeat the organization’s mission as IT’s mission.

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agile adoption - changing shapes

How Amica Reshaped Its IT Processes: An Agile Adoption Case Study

Rhode Island-based Amica Insurance provides auto, home and life insurance nationwide and employs more than 3,800 people in 44 offices across the U.S.

Amica was looking to upgrade its web and mobile applications. To reach its goal, the IT team established a digital program and decided to pilot an Agile SDLC framework for rapid and iterative delivery of customer value.

The Agile implementation worked for Amica because the organization from top to bottom accepted a bit of discomfort in the short-term to give the change effort a chance. Management agreed to support decisions made on the front line. Product owners, SMEs, and developers were game to try new approaches and grew professionally. In return, they achieved a level of productivity and speed they had not seen before. Here’s how we helped.

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Improving Delivery Through Empowerment: 4 Steps to Empower an Agile Team

Your company is moving to Agile from waterfall, and you want to ensure a smooth transformation that keeps projects healthy. As a scrum master working to transform a traditional waterfall SDLC process into an Agile one, I have learned a few pointers when navigating this transformation. An important concept to keep in mind during this transformation is empowerment.

One of Agile’s core tenets is the value of “individuals and interactions” over “processes and tools”. The idea is to foster a high-velocity decision making process, which hinges on open and honest communication in a co-located environment. However, implementing this change can be very difficult for team members who have previously worked on waterfall projects. You may find employees reluctant to volunteer for work, or hesitant to take on new challenges. Why is this so?

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downward spiral

When New Technology Causes Productivity to Plummet

Technology is expected to enhance productivity

Most business cases for technology investments include “productivity gains.” Even when no formal business case is created or communicated, users, managers, and executives implicitly expect that new technology will make their lives better.

However, many organizations spend money on technology as if it were a lottery ticket—hoping they will win. We could consider technology investments to be calculated risks, but, unfortunately, that just doesn’t seem to be the case. Most investments in tech turn into mechanical implementation projects that result in more complaints than compliments.

The most common complaint about technology from the user community is that it kills productivity, exactly the KPI it aims to improve. There are two reasons:

  1. Underutilization
  2. Poor maintenance and support

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No More Excuses: IT Initiatives Must Deliver Measurable Business Outcomes

Delivering on scope, on time, and on budget aren’t enough. Internal customers want tangible results from IT. They want real value.

But too often, those in charge of IT programs and projects tend to shy away from taking responsibility for delivering actual business outcomes.

In this video, Mikhail debunks the 2 most common myths used as excuses by IT managers for not performing “value tests”:

Excuse #1. IT can’t directly affect business outcomes. (You can and should.)
Excuse #2. Overhead for measuring value is too expensive. (No, it doesn’t.)

Watch to learn how to overcome these lame excuses:

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TWEETTweet: No More Excuses: IT Initiatives Must Deliver Measurable
Business Outcomes #ITLeadership @MPapov https://ctt.ec/4wz8K+

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The Keys to Managing Your Outsourced IT Resources

Congratulations! You’ve decided to outsource some of your IT services, based on a sound resourcing strategy. And you’ve found a reliable outsourcing partner. Now you need to manage your outsourced IT team.

If you’ve ever managed a vendor, you may have had one of the following thoughts cross your mind:

  • “This team just doesn’t get it. I have repeatedly expressed how they can be successful here, but they keep doing the opposite!”
  • “We didn’t award them a new project they bid on, and now it seems there is a lack of interest in the entire account.”
  • “The resources assigned to this contract are incompetent, but the account exec is unwilling to switch them out.”
  • “During management updates, they only focus on the positive. They are not being transparent.”

Such warning signs usually mean a key resource management responsibility has been fumbled or forgotten.

To set yourself up for success, manage your outsourced IT resources on two dimensions: the relationship and the outcomes.

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VIDEO Fixing IT Service Customer Satisfaction - Abraic

Fixing Internal Customer Satisfaction, One Budget Line Item at a Time

For the IT organization’s internal customers, satisfaction is a reflection of the perceived value they get for the money they spend.

The most successful guiding principle for IT to increase internal customer satisfaction is: follow the money.

Watch to learn more about how we apply this idea with our customers:

(Did you enjoy the video? Please subscribe to our YouTube channel.)

tweet-graphic-transTweet: Fixing Internal #CustomerSatisfaction, One Budget
Line Item at a Time [VIDEO] https://ctt.ec/W0400+

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