How’s this for IT innovations that make cost-cutting a breeze? Wisconsin Public Radio is reporting that the University of Wisconsin-Green Bay has switched the default font on its email system from Arial to Century Gothic.
Doesn’t sound like a big deal as far as IT innovations go, does it? But the school’s director of computing, Diane Blohowiak, says it will save money on ink when students print emails. How much money? The new font uses 30% less ink than the previous one — which really adds up when you consider that the printer ink the school uses costs about $10,000 per gallon, she said (which sounds high, but I’m not in the ink-purchasing business — wow).
Who would have thought a minor change could save so much dough? I repeat: Who would have thought a minor change could save so much dough?
And there you go. I hope you can see on your screen that the second font is skinnier than the first, yet you can still read it, as I’m sure University of Wisconsin students can when they print out their emails — and as I’m sure millions of office workers could, if their IT departments were to make such a switch.
We’ve been running a series of stories on IT innovations on SearchCIO.com, and they carry some excellent advice — whether it’s transportation leader Amtrak’s approach to different types of transformation or oil giant Chevron Corp.’s “innovation zone” designed to get creative juices flowing. And of course, in this recession we have written a lot — a LOT — about cost-cutting strategies. In those stories, CIOs have made it clear that cost-cutting is always a balancing act and they try to make the tradeoffs as painless as possible.
The Great Font Switcheroo of 2010 serves as an excellent reminder that IT innovations can — and should — go beyond zeroing in on the highest cost centers. Sometimes, it’s as easy as slimming down in barely perceptible areas.
Have you made a small but effective switch like this in your IT organization? Please brag about your IT innovations below!
I recently was asked to participate in a panel discussion about the importance of communication in IT innovation at the Olin Innovation Lab, an annual event at the Olin College of Engineering in Needham, Mass. Innovation means something new. There is probably more change — more “new-ification,” if you will — going on in information management and IT than in any other part of the business. In fact, I realized that for most CIOs, IT innovation is not a eureka moment but more like a standard operating procedure. Because IT is always changing, IT innovation is actually a pretty mundane part of the job for CIOs. You deal with it every day.
In preparing for the panel, I also realized that in the five years I have been covering CIOs, my own idea of innovation has changed. A word that I used to think had to do with some brilliant moment of artistic revelation or scientific revelation, now for me means something that is really part of a process. In fact, many companies I have talked to recently have begun to divide innovation into categories. Chevron is an example. It has occurred to me that each category calls for a different set of communication skills.
Selling IT innovation, listening and talking at cross-purposes
These innovation levels, of course, differ from company to company. I won’t go into a lot of detail, but here’s a sketch of three levels of innovation and the three types of communication each requires:
1. The first level of innovation is what I have dubbed “new for you,” or innovation by replacement. Here, the innovation is new for your company — for example, switching to a different email system to take advantage of a technical advancement or cost savings — but not new to the world or indeed to many other companies. Selling the value of the change is the critical communication skill here. (If you don’t, expect a lot of grousing.)
2. The next level up — and a more difficult type — is innovation that transforms the way work is done at your company: e.g., putting a process that involved humans, computers and perhaps off-site systems onto a digital “conveyor belt” so that this digital media can be accessed from multiple computers in multiple places. (Amtrak CIO Ed Trainor calls this IT transformation with a “big T.”) You have to understand the existing process well enough to change it, and that requires talking to a lot of people. So, while you also have to sell the value of change, the critical precursor to selling is listening.
3. The third type of innovations are those eureka — new to the world — inventions that change the way everybody works. Email was that. Smartphones. If you were lucky enough to be involved in one of these super-transformative innovations, you knew things that people in your industry didn’t ordinarily know. That kind of inventing requires hearing about many ideas: listening to people you wouldn’t ordinarily talk to, maybe even talking at cross-purposes. It requires a willingness to communicate outside your comfort zone.
Has your company developed a process for innovation? Also, if you’ve come upon a new way of doing things by connecting the unconnected, I would love to hear about it.
A while back, I wrote a story about a new IT management framework under development called the IT Capability Maturity Framework. The goal of this framework is to give CIOs a one-stop shop for measuring all IT processes, while at the same time proving the value of IT to the business.
The framework involves measuring a company’s capabilities across 36 processes that fall under four management categories:
- Managing IT like a business by evaluating such processes as IT governance and business process management.
- Managing the IT budget by rating processes such as portfolio planning and budget oversight.
- Managing the IT capability across process areas like enterprise architecture and research and development.
- Managing IT for business value in such process areas as total cost of ownership and investment analysis and performance.
What one reader quickly pointed out was that even this framework, meant to fill in the gaps in other IT management frameworks such as ITIL and COBIT– as explained by those who developed and are using IT-CMF — had an obvious gap of its own: None of the 36 processes addressed security.
I’ve heard that each framework lacks something. One IT management framework may be well suited for risk management but not IT governance or IT operations management, or strategic planning.
The bigger question, I guess, is not what’s missing, but how can CIOs fill in the gaps? Are they finding that they have to use several IT management frameworks? Are they picking and choosing aspects of several frameworks that suit their organization, and does this type of approach work?
One expert advises choosing individual processes within a given framework such as ITIL, rather than taking on the entire framework, to realize the most bang for your buck and buy-in from the business. After all, putting any type of framework in place is no easy task from a cost, time or cultural perspective, so perhaps a selective approach makes sense.
Like many of you, I’m caught up in the passage of health care reform here in the U.S. If you’re interested in the health care system dovetails with your interest in technology, be sure to check out our new sister site, SearchHealthIT.com.
This piece on national cybersecurity by city fascinated me. Who would have thought Seattle would be the riskiest city for online transactions? I can’t say I’m happy to see Boston (my hometown) at number 2 on the list. And while Detroit has been very hard hit in this recession, at least it’s one of the safest cities in these national cybersecurity rankings.
For those interested in both basketball and technology (myself included), I really enjoyed this article on potential high-tech innovations in the NBA. Think LeBron James crossed with “Avatar.” Now, can I get some reliable basketball technology to fix up my NCAA bracket? Because it’s a mess…thanks a lot, Kansas.
What else are you reading? Send me a link. And if you’re looking for something to read, why not head over to our most recent stories from SearchCIO.com?
Innovation strategies: IT transformation is on track at Amtrak — Amtrak’s CIO talks about his approach to large- and small-scale business and IT transformation.
Building IT business value, one word at a time — How did Northwestern Mutual’s CIO change his IT department from an unappreciated service provider to a business asset? By making his staff speak the language of IT business value.
CIO drives IT business value with new perspective on processes — How can CIOs help their companies get a return on IT investments? By putting new processes and frameworks in place aimed at driving IT business value.
What are CEOs looking for in a CIO? According to headhunters at the Boston Society for Information Management (SIM) annual meeting last night, CEOs are saying they need someone who can speak the language of business and interact with business peers — a business partner, said Jamie Satterthwaite, managing partner and head of the east coast technology practice at Egon Zehnder’s Boston office.*
The word leader comes up a lot when CEOs are looking to fill the CIO role, said Mark Polansky managing director of the information technology officers practice at Korn/Ferry International. And by that, Polansky said, CEOs mean people who “can hold their own and show the courage and conviction for making IT as good as it can be.” Other buzzwords du jour for the CIO role? Transformation and innovation, offered Phil Schneidermeyer, partner at Heidrick & Struggles.
Someone in the audience sagely asked who out there is actually living the role of the innovative, transformative, courageous CIO, but the headhunters — amusingly — sat there, silent. Finally, one of them said FedEx CIO Rob Carter and his trusted partner Sherry Aaholm, executive VP, information technology.
As for getting on the radar screen of the likes of Polansky, Satterthwaite and Schneidermeyer, it seems a phone call will not do. Polansky, for example, is too busy to take phone calls during the day, but he has an hour commute to and from work to field messages and a device that lets him vet emails until his thumbs are numb when he’s airborne. Going to events like the SIM conference is good, they said, provided you have your “elevator pitch” polished and be certain to follow up with a resumé. Once you’re on their radar, if you do get a call from one of them, be sure you take it, “because we will not call you again,” Polansky said. And if you don’t want the job, a referral would be much appreciated.
An unemployed CIO in the SIM audience — a “gray hair,” as he said — wanted to know if he should take a lesser CIO role or hold out for the job that his “vast amount of experience and accomplishments” qualified him for. He was told by the panelists that it is not just the “gray hairs” that feel discriminated against in the current job market. “Unemployment is equal opportunity,” Polansky said. The advice: The job, no matter the title, needs to be challenging. One of the best things he could do for himself? Get away from feeling picked on.
Look for my story next week on what CIOs — employed ones, too! — should be doing right now to ensure their next employer will come looking for them.
* Satterthwaite disclaimer: “Most CEOs don’t have any idea what they are looking for in CIOs.”
As I’ve stated previously on this blog, public-sector technology stories hold particular resonance for me, given my background in community journalism. And, as my colleagues and I gear up for some increased cloud computing coverage, Karen Wilkinson’s posting on the Government Technology Web site about cloud computing in the public sector grabbed my attention.
Utah CIO Steve Fletcher, who pushed the state into starting a private cloud for e-mail and Web applications, said that agencies should consider four main points before pursuing cloud applications:
- Data ownership
- Disaster recovery
When it comes to the cloud, officials often have a lot of compliance-related concerns. For example, officials in Los Angeles considering whether to switch email services to Google’s Gmail asked who would be able to see the information transferred via the new service. To resolve the concern, the contract clearly stipulates that Google employees cannot read the e-mails they manage, said Kevin Crawford, assistant general manager of L.A.’s Information Technology Agency.
A lot of organizations turn to cloud applications to achieve cost savings or to move on from out-of-date legacy systems, but public agencies need to be especially patient about achieving ROI. Success is often measured in terms of more efficient internal operations that lead to smoother interactions between the public and the agencies, not only in dollars and cents, Crawford believes.
With the market saturated with cloud computing platforms and services, it was inevitable that another crop of vendors would emerge to help enterprises make sense of it all.
I’m talking about the cloud management providers clamoring for market attention.
Perhaps these cloud computing management players will get the attention of CIOs with their niche approaches:
Univa UD Inc. has a service that handles configuration management of Oracle’s E-Business Suite in a cloud environment.
Tap In Systems Inc. monitors applications in Amazon’s cloud.
Cloud Sherpas helps enterprises create and manage their Google cloud environments.
In the meantime, large systems management vendors (CA, IBM, HP, BMC) are also making moves to fold the cloud into their all-encompassing infrastructure management play.
CA last month bought cloud player 3tera, and before that Cassat and NetQoS. Also last month, IBM acquired network automation software vendor Intellident, which has a cloud-based tool that monitors network device configurations.
And this doesn’t include all the acquisitions and new product developments under way at the big vendors to build their own cloud computing platforms and services.
There’s the IBM Cloud and HP Cloud Assure. And these vendors’ services already include cloud computing management such as BMC’s Business Service Management platform and CA’s public- and private-cloud resource management services.
I can see why CIOs might be interested in some of the cloud management tools. The cloud entails a new IT governance strategy down to capacity management and even figuring out what applications are on all those VMs out there. And for that matter, where those VMs are exactly.
But it will be interesting to see which of these niche players and startups will become part of the big management machine at an IBM or BMC. And whether enterprises that are deciding to outsource their infrastructure or applications to a cloud provider would go with a startup or stick with the vendors they know to help manage it.
Which route will you take? Let me know at firstname.lastname@example.org.
Happy soggy Monday from the rain-soaked East Coast! We’ve had a pretty easy winter so far, but these April showers sure are coming early and strong.
So, I’ve seen a lot in the mainstream media this week about FourSquare and other technology services that allow you to tell people where you are. Last week, Twitter also began asking me if I’d like to include my location with my Tweets. I don’t have a big desire to tell people where I am 24-7, but maybe there’s more to it than that. So what is Foursquare’s appeal? If you’re signed up for FourSquare, I’m interested in hearing about why you use it.
And wherever you’re checking in from, please take a peek at this past week’s stories from SearchCIO.com:
Balanced scorecard founder on the business value of IT – Balanced scorecard framework co-developer Robert Kaplan discusses IT strategy and the ways CIOs can demonstrate the business value of IT.
Balanced scorecard author talks agile business and risk management – In part 2 of our Q&A, Kaplan talks about agile business, risk management and predictive analysis.
IT service provider consolidation tips: A CIO talks vendor management — IT service provider consolidation can simplify enterprise IT vendor-management strategies, says our CIO columnist Niel Nickolaisen. Learn his tips for categorizing IT services and acing vendor consolidation.
IT infrastructure outsourcing, multisourcing boosted by ITIL framework — IT infrastructure outsourcing and multisourcing benefit when enterprise and vendor have a strong IT Infrastructure Library framework. Learn how consumer-products giant Proctor & Gamble Co. aligned IT outsourcing and ITIL.
I haven’t tackled IT Infrastructure Library as a topic in the forefront of any stories of late, but that changed this week as I researched my piece on IT infrastructure outsourcing and how a strong ITIL framework can advance vendor selection, particularly when a company is multisourcing.
I couldn’t fit everything I learned into this story. For instance, a Forrester Research Inc. phone survey last year asked 56 global infrastructure outsourcing clients for their opinion about their sourcing deal’s implementation, account management implementation and service delivery quality, and about their general satisfaction. The survey found that “a key differentiator for global IT infrastructure service providers is the ability to consistently implement technical and business change in a complex outsourcing deal.” This was especially true, clients said, in a recessionary environment.
And although they were generally satisfied, especially with their service providers’ technical delivery capabilities, the clients interviewed said they were less satisfied with their providers’ account and relationship management practices.
In my story, Daryl Goetz, Procter & Gamble Co.’s global IT Service Management (ITSM)/ITIL manager, pointed out that one reason his company chose to go with Hewlett-Packard Co. in its initial large-scale IT outsourcing deal in 2003 was that they both were ITIL-aligned shops at similar levels of maturity — meaning that they already operated with many of the same IT processes in place, long before they became business partners. Clearly, that was key to the early success of this outsourcing deal.
If I’d delved deeper (and I still might), I would have asked Goetz how he determined that Procter & Gamble and HP had achieved equivalent levels of ITIL maturity. Does that mean they used exactly the same process methodologies? How do you create and assess your ITIL “culture”? Beyond the benefits it provides to an IT infrastructure outsourcing relationship, how does an ITIL framework help organizations increase efficiencies and save money without cutting corners?
I’m on the hunt for good ITIL-related questions (and answers!) such as these as I learn more about this topic. Leave a comment below, e-mail me or direct-message me on Twitter at @rlebeaux if you have suggestions.
I recently spoke with Robert Kaplan, author of the Balanced Scorecard, about how he would revise his framework given the economic meltdown in the last few years.
The addition he would make is a risk scorecard that is equally important as the business strategy scorecard, and he would advise companies to stress test their IT strategies.
This made me wonder how CIOs should be stress testing their IT strategies, and if they have people in place paying attention to market shifts that could impact the ability of IT to support changing business needs.
There are a lot of what-if scenarios that financial institutions failed to consider. For example, many banks didn’t have a what-if scenario in place for declining housing prices, or a flat-out housing market bust, and the impact that would have on their asset holdings, Kaplan said. It’s not that they didn’t see the signs that the housing market was heading south — they just didn’t have a plan in place to account for that scenario.
And the banks had plenty of models and software in place, but they didn’t have people dedicated to identifying what-if scenarios as the markets began to shift and customer needs changed.
“I don’t think it was a lack so much in software, but a lack of imagination. Maybe [the banks] didn’t want to think that the good times had a possibility of ending,” Kaplan said.
CIOs have seen their share of good times coming to a close, between this recession and the dot-com bubble bursting. But I don’t really hear much about CIOs stress testing IT strategies. What you mostly hear about is stress testing as it applies to security or network and application performance.
What if your outsourcing provider goes out of business? What if the business decides to discontinue a product line or introduce a new supply channel? What if you have to cut your staff in half — what happens then to your project queue? These are but a few what-if scenarios that could derail IT strategies.
Kaplan also shared his thoughts on how IT can help the business measure the value of IT investments and how CIOs can make IT more valuable to the business. A key way to elevate IT strategies with the business is to embed IT in a business product or service, akin to the FedEx tracking model, he said.