My first day at Forrester’s IT Forum was filled with everything today’s CIO should be aware of — the changing role of IT, the need for constant innovation and the rapidly evolving workforce. By day four, attendees are still buzzing about what they’ve seen and heard while here.
Six Sigma process implementation has been mentioned a lot, especially together with Lean IT. Other trends in discussions have included how IT is changing, the introduction of millennials into the workforce, cloud computing, offshoring and Twitter.
I can’t say I’m too surprised by these points peppering almost every conversation — except for the latter. It seems every conversation I’ve had, regardless of who it’s with, has turned to Twitter at some point. CIOs, IT directors, performance managers, operational directors, analysts — everyone is talking about Twitter. But not many are actually using it. They’re just interested in it. Continued »
Recently, while researching some information for a story on legacy systems integration, I dug around to figure out how midmarket IT execs determined and measured the benefits of legacy applications — How did they decide what was important? What needed to go? Was it worth investing time in one of the many process acronyms offered (BPM, APM, etc.) to sort everything out?
I asked one midmarket CTO just that — what he uses to justify the existence of any of his legacy systems. His response? “If you are a CTO in the SMB world, you don’t need very organized thinking to detect differences in criticality among applications. As soon as something fails, you get to measure its importance very viscerally.”
TTYL to the APMs, huh?
In sorting through the legacy systems of his 25-year-old business, he has not found practices like application portfolio management (APM) necessary. Quite frankly, he has other things to do. In a large enterprise organization with hundreds or thousands of applications that need sorting and analyzing, portfolio management may prove very useful — necessary, even. But in the midmarket? Continued »
If I were a CIO who had just gotten canned or was just worried about my job security, I would want to be counseled by someone like John A. Challenger. Challenger is CEO of Challenger, Gray & Christmas, the marquee outplacement firm. Mild in tone, armed with statistics that put one’s private misery in a broader context (No-fault job loss is a term to remember; 100,000 job cuts a month for the foreseeable future), he is a tireless giver of practical tips and advice for the jobless, the insecure and the corporate climbers. Two pieces of advice off the bat for keeping your CIO job: Be well-liked and boast.
Challenger was in his hometown of Chicago last week, addressing an audience of risk managers, business continuity and compliance officers at the Gartner Risk Management and Compliance conference there. From a show of hands, it seems this audience enjoys a fair degree of job security, with not a single person admitting to be out of work. (About 70% had a colleague who had lost a job.) After Challenger got through calmly laying out what it takes to secure your chances of keeping a job in a recession economy, I can guarantee that same group must have been feeling a tad more nervous.
1. The boast of indispensability
For starters, you don’t ever want to be considered a routine employee; nor do you want a job that is considered routine because it is only a matter of time before that function is outsourced or folded into somebody else’s job. Most people have a good sense of how important their job is to the success of their companies. The challenge is conveying that message to the executives at the top of the corporate ladder.
“Regardless of where you fall, the first person you have to convince of that indispensability is the person directly ahead of you on the organizational chart. And the way to do that is by offering viable solutions to real-time problems, or, better yet, to problems not yet on the radar,” Challenger said.
2. Fly the company flag even when there’ s bad news.
Risk managers are often bearers of bad news, and so are CIOs. Challenger said he speaks to lots of managers and executives in technology who have lost their jobs who feel scapegoated for being the bearer of bad news: Servers will crash if this is done; our database will be exposed to outside threats if we do this.
“You are often in the position of saying no, and no is not the kind of word that upper management likes to hear,” he said. “You want to be the person waving the company flag.”
Sometimes when layoffs are mandatory, it is not the low performer who gets the ax but the person who creates problems for management. Find the right way to bring up those problems, while “flying the company flag,” Challenger advises, by figuring out how to achieve the same result without the same risk.
3. Solve problems and no one will notice you’re home on the weekends.
“A lot of people mistakenly believe that all it takes to save their jobs in downturns is working long hours and being politically astute, but really what it comes down to is being valued by your boss, and your boss’s boss, in case your boss loses his or her job.” That won’t be accomplished by politically maneuvering but by providing solutions to real-time problems. “And if you can do that between the hours of 9 to 5, then no one will notice you are home on the weekend.”
4. Think of it as back to the guild days (free agency).
Yes, you have to make yourself indispensable at work, but no job is safe. (71% of CEOs recently said they expect hiring to decline; 67% said they expect sales to decline in the next six months; plus, the across-the-board salary cuts being implemented now are “unprecedented,” Challenger said.)
You must think of yourself as a free agent. While companies don’t want to hear this, in a climate like this we are returning to a guild environment where your peers are more important to your career health, to finding you a path into the next job, than your bosses. Network, network, network and help others who have lost their jobs, so when your turn comes they might help you.
Challenger’s closing disclaimer: “You can adopt all the measures and actions I have spoken about and still lose your job.”
Get more tips in “10 ways to keep your IT job in this recession.”
What happens when open source and cloud computing collide? Cost savings, flexibility and (at least one open source vendor hopes) midmarket CIOs checking it out.
Open source CRM provider SugarCRM has launched an on-demand version of its software that is included free with an on-premise license.
Subscribers can switch back and forth between the local server and the cloud version, called Open Cloud. They can make one version a hot backup for disaster recovery, or use one version for testing and the other in production if they like. “There’s no one asking you if you want on-demand or on-site; you get both,” said Martin Schneider, director of product marketing at SugarCRM Inc.
Jay Lyman, an open source analyst at The 451 Group, said the number of startups emerging pairing open source with cloud computing is a clear indication of a growing trend. “Open source is a good fit for cloud computing because of the interoperability and the portability,” he said. “We’re going to see rapid experimentation, testing and vendors using this as an opportunity to learn customer pain points and match the right apps in with the clouds.”
In many cases, small and midsized businesses will investigate cloud computing the same way they checked out open source – by experimenting with and investigating minimal fees. “[CIOs] can’t revamp their entire systems in the down economy, but they can look into trying new things while still leveraging their existing applications with open source cloud offerings,” Lyman said.
With more than 150,000 retail stores expected to close their doors this year as a result of the current economic crisis, should retailers consider look to outsourcing IT services to help cut costs and stay in business?
Outsourcing contracts in the retail market were up 40% from last year, but average and total values of deals signed in the retail industry actually dropped to their lowest levels in five years, according to a 2009 study by TPI, an outsourcing services advisory firm.
Outsourcing does have the potential to yield more than 30% savings for retail stores that outsource finance and administration, HR, procurement and/or IT. “Outsourcing the IT function can also free up capital and human resources, allowing retailers to focus on their core competencies, their customers and their bottom line,” said Micky Houston, managing director of retail practice at Alsbridge Inc., a global advisory firm specializing in outsourcing and benchmarking.
“Retailers should definitely be outsourcing in this economy,” according to Houston. “When the volume of the business is going down, the back office has to ramp down at the same pace.” This is a challenge for many retail stores that are still providing all IT services themselves.
Traditionally, retailers have been slow to use outsourcing services for many reasons, Houston said, including the belief that by doing everything internally, their back-end services remain confidential and therefore give them a competitive edge. But times have changed and those retail stores that are hiding behind their “confidential” services are actually missing out on better services that will improve the business, Houston said.
Many retail stores are finding success in outsourcing IT services such as support of the infrastructure, field locations and data centers.
Online retailer iStorez.com swears by the savings it’s seen from outsourcing services. According to Anand Jagannathan, CEO of iStorez.com, the online retailer has saved 60% in costs since outsourcing all of its product development and product engineering to Persistent, an Indian outsourcing provider.
When they first launched the site, Jagannathan knew he had the expertise and vision to succeed on the front end and sell clothing online. However, he did not have the technology expertise to succeed on the back end. That’s what led to his decision to outsource to Persistent. By outsourcing, iStorez became a technology leader and leveraged Persistent’s expertise to get to market quicker with new products and efficiently react to market changes, Jagannathan said.
Some small to midsized retail stores are also taking advantage of multiple sourcing vendors for best of breed. For instance, if you wanted to install a new point-of-sale system at 500 stores, how do you get that done quickly? By outsourcing integration and ongoing support, retailers can now take advantage of cost and additional capabilities.
Outsourcing IT is one way retail stores can cut costs and remain competitive in this economy. But is it enough?
“IT governance IS about the money,” said Michael Cohn, who currently heads up an eight-person IT governance committee at his accounting firm. “The IT governance committee should focus on the top initiatives that will bring the best ROI to the business,” said Cohn.
At last week’s Babson College Center for Information Management Studies (CIMS) executive session on IT governance, attendee Cohn voiced his opinion about the real goal of IT governance. “The business assumes within a budget year that capacity is fixed; if you need more capacity, you will likely require more money.”
Cohn, who is the director of the WolfPAC Integrated Risk Management Solution group at Boston-based Wolf & Company PC, said the governance process can be a long one and always ends up being a decision about the money. One example he offered was a request for smartphones with email. According to Cohn, it took months to get this request approved by the IT governance committee. The governance process dragged out because “they needed to know everything about the costs — for encryption requirements, compliance and anything that would affect the business bottom line,” said Cohn.
However, featured speaker Alex Cullen, who is also vice president, research director at Forrester Research, disagreed with Cohn’s comments. According to Cullen, IT governance is only partially about ROI and the money. “ROI is not the most complete way to gauge value of an investment,” said Cullen. Rather, governance is a process of processes and is really more about portfolios, he said.
According to the IT Governance Institute, “IT governance is an integral part of enterprise governance and consists of the leadership and organizational structures and processes that ensure that the organization’s IT sustains and extends the organization’s strategies and objectives.” Although money is not mentioned in this definition, you can’t deny the fact that achieving greater ROI and lowering costs are all critical decision factors when evaluating any IT decision that will affect the business.
Do you agree, then, that IT governance is about projects that will bring the most value to the business — and that in today’s economy, value is measured by money?
Cloud computing is at that early stage where there’s much discussion of taxonomy: Is it infrastructure? Is it Software as a Service? Is it a platform? All well and good, but little discussed so far is “Whatever it is, where does it fit in the lifecycle of corporate IT?”
Talking to IT folks who attended last night’s MIT Innovation Series forum on cloud computing, I got much more of a sense that some see cloud computing more as a staging area for new projects or businesses than as a permanent platform. Startup companies, which spend most of their first years as small to midmarket firms, are being touted as one of the early markets for cloud computing. Speaking to one startup technology director, his view of cloud computing was instructive. He is trying to walk between a rock and a hard place: provision too few servers and his company’s customers will have a bad experience online and never come back; provision too many servers and the company will run out of funding too soon.
His interest in cloud was as a prototype environment, therefore. He can find the right amount of capacity for a given number of users of his website without heavy capital investment. Later, he is likely to bring the operation in-house. He’s more impressed by the flexibility of cloud computing then by the cost: He says cloud capacity costs about 30% more than owning it, but that’s just comparing raw capacity costs, not including labor or real estate.
Still, it was evident at the forum that a lot of midmarket service providers in the technology space — development tools and middleware companies, contract developers and integrators and Web design firms, to name a few — are likely to convert their offerings to cloud offerings. Instead of buying a boutique tool vendor’s product, you’ll use it in the cloud as part of a whole stack. Hundreds of companies, literally, are lining up to offer such services on top of Amazon, and ultimately on top of other providers as they emerge. Their goal is to get you to stay in the cloud, using (and paying for) their portion of the stack indefinitely.
Looking for ways to do more with less? Drive innovation? Develop some overall new ideas? A new study suggests having a “socially distinct newcomer” in your team can help with decision making.
The study, recently published in the Personality and Social Psychology Bulletin, asked groups of students from different sororities and fraternities to solve a murder mystery. Each group contained an “outsider.” In this case, the outsider was someone from a different social circle – someone who stood out within the crowd. The study authors found that whenever a member of the original group agreed with the outsider, that original group member tended to elaborate and explain why they agreed with the newcomer to prevent alienation from the rest of the original group.
How does this pertain to you? We all work with someone similar to Dwight Schrute on NBC’s The Office (if you think you don’t, that person is probably you. Congratulations!) But don’t ostracize, embrace! The study concluded that the incorporation of new workers with different backgrounds and perspectives helps existing teams make better decisions by encouraging more discussion and analysis.
So if a restructuring or merger introduces a new member to your group or team who isn’t quite like everyone else, welcome the diversity. Part of being a good leader, after all, is leading a high-performing team, and diversity produces better discussions and results.
Did you know that the cost of not finding information is $3,300 per employee per year, according to IDC research? That’s crazy! IDC’s research credits ineffective searches; poor, inconsistent access tools; re-created content; reformats; and revisions as factors in causing employees to not find the information they need. So if you’re a midsized company with 500 employees, you’re talking $1,650,000 in productivity losses each year. In this economy, who can afford to take such a hit?
Many midmarket IT organizations are looking at collaboration tools like Microsoft’s SharePoint and social technology platforms to help centralize documents, manage people, tasks and time, and ultimately improve employee productivity. But can collaboration tools actually eliminate or lessen the $3,300 per-employee productivity loss companies are experiencing?
Increased productivity is one of the benefits of collaboration tools, because users travel less and spend less time searching for relevant information and expertise, said Rob Koplowitz, principal analyst at Forrester Research. But these benefits are rarely measured in terms of a formal ROI. Business owners really want to know “if I work with IT, will things work better?” he said.
But some midmarket companies are actually seeing measurable ROI from their investment in collaboration tools. One company is Los Angeles-based Equipois Inc., which manufactures a “zero gravity” mechanical arm technology for use in industrial and biomedical applications. Equipois uses Central Desktop for collaboration among three offices across the country for nearly all operational aspects of the business, from R&D to purchasing to customer project management.
“The cost of hardware, software and staffing to replicate this collaboration would be roughly 40 to 60 times our current annual expenditures, giving us an astronomical ROI,” said Eric Golden, Equipios’s CEO. Using these collaboration tools, “we’ve seen $40,000 to $70,000 in one-time cost savings and $65,000 savings in recurring costs.”
How does he know? Central Desktop’s SaaS social technology platform comes with an ROI calculator that computes weekly and annual savings in terms of system administrator hours reduced, estimated dollars spent on servers and number of hours employees saved not needing to rework documents and manage revisions. Based on feedback from customers, “many companies are seeing ROI savings of one to two hours per day, per employee, using our product,” said Isaac Garcia, CEO and co-founder of Central Desktop.
Golden didn’t say what he’s spending on Central Desktop, but the company’s pricing chart indicates you can have up to 100 users on it for, at most, about $25 a month each. That’s about $300 a year — less than 10% of that $3,300 number we cited earlier.
Central Desktop is just one of many collaboration tools out there, and none are a panacea for every productivity challenge. But as midmarket companies continue looking for ways to cut costs and remain productive in this tough economy, chipping away at that $1,650,000 is one way to boost IT’s contribution in today’s business environment.
Midmarket companies may think that putting processes around purchase orders, claims or employee onboarding and offboarding is akin to having a business process management (BPM) strategy, but in fact those projects are really just traditional workflow management.
At least according to Forrester Research, which defines BPM as designing, executing and optimizing cross-functional business activities that incorporate people, application systems and even business partners.
An example from Forrester analyst Ken Vollmer: automating a manual mortgage application processing process, incorporating steps like having the loan specialist check a credit report. “Or you could even have the client go in through a website to trigger a BPM process that automatically goes and captures all the related information in 10 minutes, versus three weeks,” Vollmer says.
Now that all sounds great – but in the midmarket, companies are taking a more departmental or niche approach. It’s what Janelle Hill, an analyst at Stamford, Conn.-based Gartner, calls workflow coordination as opposed to true BPM meant to redesign and transform business processes.
And in any case, midsized organizations aren’t turning to enterprise BPM, content management or repository technologies to do this work – tools like Documentum and FileNet, Lombardi Software and Savvion, webMethods and Oracle (each set aligned, respectively, with what Forrester calls document-centric, human-centric or process optimization BPM).
Instead, midmarket companies are relying mainly on Microsoft SharePoint to handle departmental and manual workflow processes such as approval processes for purchasing or travel, Hill says.
Vollmer agrees; he says Microsoft technologies were listed as one of the top choices for BPM by 164 architects surveyed last year. Now since Microsoft does not have a BPM package, the assumption is they are using SharePoint and BizTalk, Vollmer says.
On paper, Microsoft SharePoint, Windows Workflow services, InfoPath and BizTalk Server are appealing to the midmarket, but SharePoint was not built for BPM purposes. “People using SharePoint have to build a lot of the logic themselves, whereas a BPM tool has logic prebuilt,” Vollmer says.
Midmarket organizations may cite cost cutting and lack of skills and IT resources as the reason for not looking beyond Microsoft, but that’s not all. “Many [midmarket companies] are Microsoft-centric, and they follow and wait for Microsoft to do everything, whether it is new business applications or SharePoint,” Hill says. “The more they can consolidate and leverage Microsoft technology investments, the easier their lives become.”
In comparison with the features and functionality of, say, Documentum or FileNet, SharePoint is weak, Hill says. “There’s very much a mentality amongst midmarket companies that [SharePoint] is good enough; we don’t have to push the envelope or take a big risk and be the first to try things.”
Cost savings and cost cutting continue to be the No. 1 and No. 2 concerns for CIOs, so it’s no surprise given the economy that Microsoft technology, which is easily 20% to 30% less expensive than Java equivalents in the area of BPM and content management, wins out with midmarket organizations, she says.
Are you in that group of companies sticking with Microsoft for business process management? Do you have advice for peers for its usage, or regarding BPM in general? Is BPM a strategy that’s top of mind at your company this year, and do you agree with the analysts’ definition?