Happy holidays, SearchCIO.com readers! I’m not sure how many of you are working this week, but I want to make sure you don’t miss the latest content we’ve cranked out in between taking some much-needed time off with our families!
FAQ: Next-generation business intelligence systems — Find out how CIOs are taking their business intelligence strategies to the next level with new approaches to gathering, accessing, measuring, displaying and sharing information.
SOA implementation and application integration: Test your knowledge — A SOA implementation allows communications between disparate services in an enterprise. Review our latest SOA stories and take our quiz and learn how to justify SOA to the business.
IT outsourcing in 2009 and beyond: Lessons learned for the new year — IT outsourcing in 2009 ebbed and flowed with the economic recession. What lessons did enterprise CIOs learn that they will carry into their IT outsourcing plans in 2010 and beyond? Read their advice here, and feel free to come back to the blog to share your comments.
The holidays are near! But don’t completely zone out of work yet — first, check out the latest content from SearchCIO.com, covering mobile BI app development, IT salaries and implementing an IT service catalog.
IPhone, need for features driving plans for mobile BI app development — Mobile applications for business intelligence is a gap that IT directors are charging their app development teams to fill as business intelligence and virtualization products bake.
IT salary survey: Half of IT executives expect pay increases in 2010 — Here’s who expects to get raises in 2010 — and how much — based on SearchCIO.com’s annual IT salary survey.
FAQ: Implementing an IT service catalog — An IT service catalog is a menu of services offered by an IT organization. Get the FAQs on how to implement an IT service catalog and automate the service request process.
I’ve been checking back with CIOs whose projects we profiled in this year of the Great Recession. Your mood, I’d say, is sober. Never mind about the familiar doing more with less mandate — one CIO told me he feels like he’s being asked to do more with nothing.
McKinsey & Co.’s annual IT survey of business and IT executives seems to bear this out. When CIOs and CTOs were asked how well their IT functions responded to the economic crisis, about 49% said their management of IT infrastructure was extremely or very effective — a decline of 13 percentage points from 2008. IT executives were down on themselves in other areas of IT operations, as well. Only 21% said IT was very or extremely effective in “driving technology enablement or innovation in business processes and operations” — also down 13 percentage points from in 2008. And only 21% said they were very or extremely satisfied with their ability to “target places in the organization where IT can add the most value” — down 10 percentage points from 2008.
Interestingly, non-IT executives were more satisfied with IT’s management of infrastructure — with 55% percent reporting very or extremely effective performance on IT’s part, up from 50% in 2008. Their satisfaction with higher-value activities, such as on-time/on-budget project delivery and “proactive engagement from IT,” was less gushing, hovering in the 30s, the report found. But significantly, their opinion of IT performance on these fronts was unchanged from the year before, despite all the economic turmoil and cost-cutting, according to the McKinsey survey.
On other fronts, the survey found that companies have a growing appreciation for what IT can do for it. For example, this year, improving business efficiency was ranked as IT’s foremost job in helping further the company’s goals, beating out “keeping costs low” by 12 percentage points. This suggests that companies’ reliance on IT to make business efficiency happen was more important to them in 2009 than in nickel and diming IT budgets.
That CIOs took a dimmer view of their ability to deliver in 2009 does not surprise. CIOs are hard on themselves — they have to be, because IT is complex. Letting up can bring down a company or a swath of the nation’s airports in seconds.
But the double-digit declines in satisfaction over IT’s effectiveness in enabling and innovating business processes and finding ways to add value to the business should be worrisome to CEOs who are pleased with what their CIOs are doing. A prominent recruiter we talked to recently said she is hearing from a lot of CIOs who, having stuck with their company’s during the downturn, now want to take their skills and savvy and move on.
This might be the year for CEOs to put something good under the proverbial tree for CIOs. And my yuletide greeting for CIOs? Chin up. You done good.
We had an info-packed past week at SearchCIO.com. Don’t believe me? Check out the stories and guides below, covering 2010 information technology budgets, CIO job tenure, outsourcing IT application develoment and management and more.
2010 information technology plans will have smaller budgets — Will 2010 be the year most IT budgets decline? Our annual survey says “yes” but also reveals significant differences in both budgets and priorities between the haves and have-nots.
A mainframe application modernization strategy that pays for itself — This “lift and shift” migration from 700 MIPS to Windows paid for itself and future enhancements out of operational savings. In this piece, experts weigh in on some best practices.
Insourcing IT application development and management: A how-to guide — Insourcing your IT application development and management can bring you closer to your mission-critical applications and data. In this tip, get advice on bringing application work back in-house.
CIOs parlay business smarts into stable job tenures — In a sign that the IT role is maturing, the tenure of IT executive jobs was an average six years in 2009, a dramatic difference from past downturns. Find out why CIOs are sticking around.
CIO’s guide to outsourcing application development and management — Application outsourcing will lead enterprise CIO agendas again next year, with IT application development and management services in high demand. Learn more in this guide, our latest in the CIO Briefing series.
How important is a strong project management office to the success of an IT leader? For Ogilvy & Mather Worldwide CTO Yuri Aguiar, building a centralized PMO was the cornerstone of his efforts over the past year to leverage technology for the ad agency’s 15,000 employees.
Ogilvy was spending millions annually on technology-related projects but not getting very far, Aguiar said. “It would all go towards hardware and services and be fragmented around the globe.” A year and a half ago, the PMO was established under the auspices of the global IT operations in New York.
“We have managed to centralize every single dime of the capital. It is our biggest success story in managing spending,” he said.
Aguiar was in Boston last night to talk about transformational leadership at the Society For Information Management’s (SIM) end-of-year get together.
The power is not in the PMO, per se, Aguiar said, but in a fundamental change in how projects are funded and managed at Ogilvy. All projects are reviewed by three architects and subjected to a risk mitigation and management (dubbed RM2) metric before approval. Top priority is given to revenue-generating projects. Urgent projects trump “important” projects, and timelines run about 12 to 14 months max. Also, all project managers report directly to Aguiar. “If somebody is running one day late, he or she is knocking on my door,” he said. He also appointed a person (based outside New York) who spends roughly 50% of his time capturing the results of the projects. Success stories are then shown off on a regular basis, with “real statistic and measurements, no vaporware,” he said. If the project “can’t be seen or touched or used, it is not there.”
The project management office becomes even more critical in a tough economy. To compete on price, Ogilvy has built small production hubs in places around the world to take advantage of the lower labor costs.
I’ll be digging deeper into how the Ogilvy PMO works in an upcoming story. In the meantime, we’d like to hear from you on how you are structuring your PMOs to drive IT execution and strategy.
Coda: CIO equals “career in overdrive”
Typical of good speakers, Aguiar’s talk was peppered with multi-point lessons and catch phrases — and raw ambition proudly on display. Aguiar said he stepped into the position in January armed with four personal goals. Nobody in the organization was going to think of the CIO as a “career is over.” In his realm, CIO is going to stand for “career in overdrive.” He wanted to be “sought after” by the business to solve problems, not “hunted” down to answer why something wasn’t working He is earning the respect of his IT team by showing them he is a leader not a “middleman” in the business, and he plans to convince the business he is a partner, not a participant, in Ogilvy’s success.
We got our first snowfall here in Boston yesterday (not counting the snow we had in mid-October — yes, October), and I think I’m already done with winter…if only Mother Nature were on board! If you’re hating snow like I am — or even if you’re not — check out the latest content from SearchCIO.com, covering disaster recovery, customer feedback management, outsourcing application development and log management practices.
Four lessons in IT disaster recovery planning from an FAA outage — Does the recent FAA outage contain lessons for CIOs? You bet, starting with the fact that most IT disasters are exactly like the one that hobbled the flight management system.
Customer feedback management tools advance, but still no social media — Customer feedback management tools offer new functionality, but responding to social media often falls to the call center.
Managing application development outsourcing risks — Application development outsourcing poses risks, from developers sharing information on blogs to not knowing who is really writing your code. Find out how to manage them here.
Leveraging log management for IT and business process efficiency — Having invested in log management for security and compliance, some companies are using their security information and event management tools to drive business process efficiency.
I’m going to preface this post by admitting that Google usually impresses me with ease. Google Web search? Easily the best one out there. Google Street View? Amazing. Google Chrome Web browser? Just made the switch and glad that I did. So, when I received my long-awaited Google Wave invite last week, I was ecstatic, and quickly passed invites along to several friends and colleagues. I’d heard all the buzzwords. “Unified communication.” “Enterprise collaboration.” “Real-time integration.” All of this, plus Google’s well-earned reputation as a leader in Web and IT innovation? I couldn’t wait to ride the Wave!
OK, now somebody please explain this to me, because I am so unimpressed. I’ve been able to chat through Gmail through years, so how is this much different? I guess the fact that you can hold a multi-person chat is cool, as is the ability to embed videos and photos directly into the chat stream (when it works). But I don’t see anything revolutionary in here. Moreover, I find it cluttered and confusing to navigate, whereas Google is usually so intuitive. (Also, a friend and I each experienced an unwanted person from our past popping up on our contact list – come on, Google, you’re supposed to be smarter than that!)
My experience has made me question Google’s long-term strategy with regard to enterprise collaboration and Google Wave. Google likes to be the standard by which other Software as a Service applications judge themselves. More and more, Google is trying to market its services, like Gmail, to enterprise organizations. From all of the hype surrounding it, I had the impression that Google Wave would make me feel like my colleague in the Midwest is sitting at the next desk over. Alas, it hasn’t, and I can’t see Google Wave, in its present iteration anyway, taking on any kind of foothold in the enterprise.
Moreover, would enterprise audiences want so much pertinent communication taking place on a platform that they do not oversee? In a new and somewhat untested Web 2.0 environment, security and privacy issues are likely to emerge, and I would anticipate compliance headaches aplenty for CIOs who have employees communicating on this platform about work-related matters.
Despite the rocky start to our relationship, I’m trying to give Google Wave a second shot, and envision ways it could carry an enterprise forward. Have you tried using Google Wave in the workplace yet? What’s your experience been? Can you see a CIO sanctioning its use as an enterprise collaboration platform in the distributed workforce?
Welcome back from Thanksgiving! If you’re anything like me, you’re still going through some post-turkey malaise. As you recover, check out SearchCIO.com‘s stories from last week.
Outsourcing IT application management on rise for 2010; here’s why — The effects of the recession continue for 2010, with outsourcing IT application management and maintenance expected to be robust, while application development won’t bounce back, our experts and users say.
Business service management software and tools for IT service delivery — Learn how business service management software and tools can help better align IT with the business and improve governance and service delivery.
It’s almost Thanksgiving! And nobody is looking forward to mashed potatoes and pumpkin pie more than I am. Since those of us in the U.S. have a shortened work week ahead, I won’t keep you for long, but please take a few moments to check out our latest SearchCIO.com content, from Agile best practices to application consolidation to a compilation of our best IT management FAQ guides for the CIO.
FAQ: Agile practices and their role in software development — Companies are increasingly using Agile practices to improve software project outcomes. Learn more about Agile in our latest FAQ guide, from Scrum to Extreme Programming and more.
IT exec’s best practices for application consolidation include SaaS — Learn how one IT director employed application consolidation to cut maintenance costs, improve reliability and centralize data with a strategy that included SaaS.
IT management FAQ guides for enterprise IT strategies — In these IT management FAQ guides, get answers to frequently asked questions about technologies and methodologies such as ITIL, Lean thinking, Six Sigma, and more.
I recently made my first big purchase — a new vehicle — and I made my mind up pretty much before I entered the showroom floor, thanks to customer feedback I gathered on the Internet. What surprised me when I went to test drive my dream SUV was the lack of customer feedback management being done by the car dealers and makers.
I went to Consumer Reports and Edmunds to compare safety ratings, highway miles per gallon, handling and longevity, but my list of choices was narrowed down much further by comments made at the end of the reviews by current and former drivers.
I was sure I was going to buy one particular SUV but found repeated complaints about its small back window that caused huge blind spots. Another one on my list had a souped-up engine [based on customer feedback] but left the gas tank the same size, leading to another customer complaint that still hasn’t been addressed: frequent fill-ups.
I was overloaded by all the different complaints and accolades made by drivers, but when I asked the salespeople about the customer feedback I read on blogs and reviews I heard “I haven’t heard that” or “No one’s told me that.”
I don’t lay the blame on the salespeople — they might not even be encouraged to look at what people are saying on public forums like blogs, Twitter, Facebook, emails or YouTube.
But who is responsible for customer feedback management? The feet on the street, or management? How do you centralize all this information, and distribute it so front-line employees are on top of what customers are saying and equipped to respond?
Was my experience atypical, or are companies ignoring a channel that may decide what people actually buy? Are they paralyzed by some of the critiques, and choosing to ignore them instead?
This is just the experience I had when looking for an SUV. I won’t even go into how the dealer dropped the ball when it came to rating my buying experience.
Share your thoughts on customer feedback management, or the lack of it — but particularly if you work for a company that does it well. Email me at firstname.lastname@example.org.