The Business-Technology Weave

July 15, 2010  1:34 PM

Apple iPhone 4 – Maybe It Should Have Been Called the “aPhone”

David Scott David Scott Profile: David Scott

I think the Apple iPhone should have been called the aPhone. For us, the public, the “a” could have stood for “Apple.” More on what the “a” could have stood for in a minute.

Apparently, the new iPhone 4 has a metal antenna surrounding the phone – this yields a lighter, thinner handset. (My present phone is so thin and light that it verges on a point of diminishing return – that is; it’s so small that pressing icons and onscreen keys with speed and accuracy is becoming a challenge even for my modest size fingers). Apparently this design yields another “return” (and bad outcomes are most definitely returns on what you do): That of dropped and degraded calls.

Consumer Reports will not now endorse the iPhone 4, which has impacted the company’s stock and increased pressure on Apple to issue a fix. [Source: Peter Burrows and Connie Guglielmo,]. In fact, the possibility of a recall is very real.

For engineers, the “a” in my proposed aPhone would have stood for “antenna.” It seems there were several warnings from a variety of people regarding the antenna’s poor performance: An Apple “senior engineer and antenna expert,” Ruben Caballero, told CEO Steve Jobs that the design of the antenna could cause dropped calls. Also, a carrier partner voiced concerns specifically about the antenna.

Despite the sophistication in engineering involved, the concept of an antenna seems to be a pretty simple one: it must transmit and receive signals – and, it must do that with strength, fidelity, and regularity. Cutting corners on so rudimentary a concept, in service to design aesthetics, and having speed-to-market with the latest, lightest, thinnest whatever doesn’t make a whole lot of sense – to me.

In the course of my consulting, I see more and more cutting of corners – frequently to save money, but often because people seem to be losing the ability to perform due diligence. Then, when something (wholly preventable) happens, the fix is twice or more the price.

Apple’s priority seemed to be putting the gimmick of looks, with attendant sliver of weight and thickness benefit, ahead of the primary concern: reliable functionality.

Don’t you do that; engineer systems and tools for functionality and reliability.

July 15th: On this day in 1869, margarine is patented in Paris, for use by the French Navy.

July 12, 2010  9:17 AM

Business Communication in the Electronic Age

David Scott David Scott Profile: David Scott

Communication has suffered in the electronic age.How can this be so?After all, we’ve expanded our options for, and the immediacy of, access and communication.Through e-mail; instant messaging; voice-over-IP (VoIP); access to web content; near-instantaneous transmission of large documentation sets; transmission of graphical and motion content; online meetings; online demonstrations, wireless communication, etc.  We’re communicating more than ever – aren’t we? 


Perhaps – but maybe we’re just communicating more often – and transmitting more content – not necessarily communicating more information (that which truly informs… and benefits).  For Business, we may merely be increasing the raw amount of content – not necessarily enhancing the quality and necessary informing aspect of what we’re trying to communicate.  It is useful communication that counts in the business sense.  The irony is that as we’ve expanded the width and immediacy of access and communication, we have found that we can no longer control discretion.  To some degree too we’ve obliterated a natural, “built-in,” time for reflection and careful crafting of communication that existed with letter writing and hardcopy document preparation.  We’ve enabled the “firing-off” of hasty, poorly constructed e-mails, and other text-enabled messages, which may not accurately convey what we’re trying to express.  We open the door for misinterpretation.


In years past we had more face-to-face meetings – we could readily assess an expectation for discretion based on who was in the room.  We also had non-verbal cues, and the real-time of collaborative assent, and dissent.  Even when we communicated in remote methods, we often had a reasonable control to those whom we imparted information.  For example, we phoned discreet parties.  In cases of documents and letters, we understood that physical recipients could control physical copies.  There were no guarantees, of course, but there were many circumstances where we could make reasonable requests and assumptions.  These former methods had built-in time to care and reflect as we crafted those communications.


We now have little or no control on discretion when we communicate electronically.    If you send an e-mail to someone, you cannot know to whom he or she will forward that mail – it’s just so easy and convenient.  Even if they are the soul of discretion, you cannot know for certain that no one will take advantage of unauthorized access to that e-mail.  Instant messages can be intercepted too.  Whereas the interception of physical mail or documents often left evidence of such interception, the interception of electronic communication often leaves no real trail – or a trail that ties to temporary, abandoned, “one off” accounts and measures.


Another liability of electronic communication is the sheer volume of it.  Ever more sensitive communications are conducted remotely via text.  You cannot be certain how a recipient will interpret, or misinterpret, your communication, yet you may not have the luxury of waiting for a face-to-face in today’s high-speed world.  Recipients may become angry at something they perceive, but which isn’t actually there according to intention.  Perhaps in your haste you’ve sent an inelegant or poorly thought-out communication.  Perhaps you even deliberately sent a missive that you immediately regretted sending.  Misunderstandings can become, simply, a “text-enabled” miscommunication due to the lack of time for reflection.  For this reason, prudent people and organizations are very circumspect in their communications these days, and for good reason.  Taking things to extreme, however, can contribute to the “silo-ing” of departments, organizations, and activities.


The effective management and use of ready communications and associated tools is an absolute must within the realm of electronic communication.  Have solid policies in place, such as an Electronic Communications Policy, Corporate Communications Policy, etc.  The reality and perception must be that all communication is being made on a “business forward” basis; this lessens the opportunity for misunderstandings and misapplication of suspicion. 



July 12th:  The first televised tennis match was transmitted on this day in 1928.


July 12, 2010  8:24 AM

The Point of Diminishing Return…

David Scott David Scott Profile: David Scott



In today’s austere, cost-cutting environment, businesses must take care:  Cutting back too much can hamper business.  Sometimes, what may be a good idea is taken to extremes, and the returns not only diminish, they have the opposite effect and begin to cost the organization money.


I was speaking with a medical surveyor a few days ago.  He and his colleagues survey physician office laboratories all over the U.S. – many doctors have their own labs right at their offices; they must be accredited in order to meet Federal and State regulations.  This particular medical surveyor’s organization has a proprietary program that collects and assesses information in ascertaining:  Whether lab equipment is properly calibrated; if medicine is appropriately stocked, stored and accounted for; if lab personnel are current and have appropriate credentials, and a whole host of other things. 


Formerly, the program collecting all of this info was hosted on a typical laptop with robust processing power, large screen, and a nice sized keyboard.  Input screens for various aspects of the survey were largely available with no, or minimal, scrolling. 


Somewhere along the line, the business-half of their business-technology weave decided to cut costs:  Mini-PCs were procured, eventually replacing all larger-size laptops.  They have an 8.9” display, but the wide-screen aspect ratio is such that an extreme amount of scrolling is now necessary to perform the surveys.  Also, and I can attest to this, the keyboard is nothing like my larger laptop – I don’t know if the keys are slightly smaller, or if the action was just unfamiliar to me, but I couldn’t type with the same speed and accuracy – and I’m an extremely good typist.  In reducing the size of the mini-PC, some of the keys are not oriented in the typical places as on a standard laptop keyboard – that was something I didn’t like.  Even worse, the pad for the cursor was very small – and the cursor frequently jumped all over the screen.


Informally, the surveyor estimated that his productivity was impacted by as much as 25%.  He doesn’t survey as many labs in a given week, and he feels his schedule (flying to various states and doing a circuit of labs) has been negatively affected.  His fellow surveyors report similar results.


I suggested to him that the cost savings of a mini-PC vis-à-vis standard laptops may be outweighed by more flights, dispatch of more surveyors, and a whole host of associated costs in maintaining the necessary schedule of labs for survey in a given period.  In fact, and in response to this, he mentioned a turn-over and shortage of surveyors, and a gap due to the necessary training period for new hires of surveyors.


What’s necessary here is an empirical study for the impacts – but I can tell you this:  mini-PCs must have their place.  People do buy them and presumably they survive in the market to someone’s benefit.  But perhaps their small profile, their small “real estate” footprint, and their light weight, is better suited for “returns” in cramped quarters, for example.  Bending their use to more general usage may not provide the intended return – it may provide a so-called negative return:  Errors, frustration, and reduced productivity.


Water is good for you, and necessary to life; but drink too much of it and you die of water intoxication.  Everything has a point of diminishing return:  When making “improvements” – exercise common sense and… measure for true returns on investment. 



July 12th 2010:  On this day in 1864, George Washington Carver was born.



July 7, 2010  12:15 PM

Information Technology’s REAL Value

David Scott David Scott Profile: David Scott



I just noticed something today that squares nicely with yesterday’s post:  The Society for Information Management’s (SIM) 2009 report citing CIO’s top concerns.  The top two?  Business productivity and cost reduction. 


Closely following, and also a nice match to yesterday’s concerns here, is IT and business alignment.


Economic concerns are a factor, but frankly, proper alignments yielding productivity, efficiency and cost reductions are never out of fashion.  People who can yield those things are valued commodities – build a resume that has empirical, measurable, things that show your contribution to productivity and efficiency.


As you advance your IT career, whether on a CIO track, CTO track, or remaining within a targeted discipline such as project management, applications development, and so on – remember that you are serving business.  Even in a “tech” company, you are immersed in a business, and the name of the game is to make money.  Even if you work in a non/not-for-profit endeavor, you still have to generate revenue, and you still must strive to drive costs down.


When you factor in other Top 10 concerns, such as IT cost reduction, IT reliability and efficiency, revenue generating IT innovations (how ‘bout that one?), IT strategic planning, and business process re-engineering – you really begin to understand how IT personnel can make their star.


Don’t miss the forest for the trees:  Leverage IT for maximum value and indispensability to business.


Those as qualified can participate in the 2010 SIM survey at



July 7th:  On this day in 1968, the rock group “The Yardbirds” disband.



July 6, 2010  12:33 PM

In-House IT and The Cloud: Is your (IT) Job Secure? Make It Secure

David Scott David Scott Profile: David Scott


When examining The Cloud’s potential, we generally look at three basic things:


1)  Platform as a Service (PaaS);

2)  Infrastructure as a Service (IaaS); and

3)  Software as a Service (SaaS)


(Note:  for a quick overview, see my earlier post, “Cloud Computing and Security:  Forecast Cloudy?”)


But there is another, emerging, potential.  IT staff who are associated with specific elements undergoing evaluation for migration could be out of a job.  With the potential shift of resources and their management/maintenance burden to The Cloud, now is the time for in-house IT staff to at least begin a reassessment of what was a rock-solid foundation for them.  That is:  A strong job market; organizations’ requirements for full-time, in-house, highly educated and trained personnel; and a seemingly unlimited horizon to upward progression.


Whatever measure of in-house-based services and assets migrates to The Cloud, there is something IT-related that will never diminish.  It will not only remain in place, it is a clear vista to job security:  Suitable match of IT resources to business – and optimization of that match.  Virtually any business has a business-technology weave; it matters not where that technology is harbored, nor where it is maintained.  Business must understand its technical enablements and get maximum business-value from them.


There is never a “perfect” fit of any business system to business:  There is constant refinement for present demands, constant evolution to business growth and change; and the requirement to make business professionals – even the most hapless – productive within systems.  So, call it what you will:  Fit, match, delivery… you must help and support business, enabling it to understand tools, resources, content… and to understand and wield the ways to get maximum business benefit.


Particularly for the younger, more junior, folks, the savvy IT person should ask to sit in on the occasional (pure) business meeting.  Befriend a mentor in the senior executive class – confess an interest in some element of “the business” – break the mold and listen on the periphery.  Most conference rooms have chairs around the walls – those are for people like you... the network admin/manager, the HelpDesk manager, the HelpDesk staffmember, even the IT Manager/Director.  If your organization is large enough to have a CTO, CIO, etc., ask to tag along – listen to the business equation and factor in your own head where services can go in helping the “pure” business concerns.  In other words, be imaginative.


Don’t tip into a zone of diminishing returns:  In other words, you don’t want to be a nuisance – and you don’t want to cut into time that’s better spent doing your main job.  But become a business-technology weave in your value to your organization’s business:  become invaluable.  My father used to say that the graveyard was full of “indispensable” people – but become so valued that your job is absolutely secured.  Intelligent people do that. 


Be smart – get ahead of the curve, and ahead of your peers.  Now is the time.


You’ll be awfully glad you did.   



July 6th:  On this day in 1933, the 1st All-Star game was played.  The American League won 5-2 (at Chicago’s Comiskey Park).

June 30, 2010  12:22 PM

A Challenge to Success and Culture: The Excuse Factory

David Scott David Scott Profile: David Scott



The opposite of a Success Culture is not necessarily an “Unsuccess Culture” or a completely failing culture.  We’re all largely in organizations that are succeeding somehow, moving forward in time, achieving results with some measure of control. 


The opposite of the Success Culture is really “The  Excuse Factory” – it’s where the default attitude is one of negative griping and excuse making, instead of a managed and properly reinforced attitude of positivity, contribution, and forward momentum. 


There can be swirls of both cultures, and everything in between, throughout the organization, throughout projects, and throughout planning, etc. – there usually is.  But time spent in the Excuse Factory is time spent away from the job.  In  fact, people who inhabit the Excuse Factory are AWOL.  Excuses presented without ideas, gripes presented without solutions, engagements that do not move business forward, are empty time.  Now, we can recognize that everyone needs to gripe once in awhile.  But let people complain about the coffee, the weather, even about the size of their offices, desks or cubicles.  But so far as tasks and projects are concerned, the energy should be directed toward positive results and ultimate returns. 


We’re not trying to produce Pollyannas, nor are we attempting to put a political bias in place whereby we’re complimenting the bartender of the Titanic because we have plenty of ice for our drinks.  We want to reinforce prudent, positive,  people and culture so as to support efficiency and effectiveness.  As you work to emplace a Success Culture, realize that this culture becomes easier to achieve, and easier to maintain, as you reach a “tipping point” – that is, as more and more people get it, there will be fewer people to make excuses, as their attention and time is taken up by the seek of solutions.  As more and more people operate according to the ethics of success, your culture begins to reinforce and attract all of the elements for success:  Best personnel, best behavior, best practices, and best results.


A Success Culture is managed.  Success starts with a desire, and then a will, to succeed – supported by appropriate missions, values, beliefs and standards.  It is the organization that must show itself as being committed to success.  No one can be expected to believe in something that the organization doesn’t evidence itself as believing in.  Therefore, the organization must close any divides between diminished expectations for success, and success itself.


The organization must formally recognize success with real encouragement, reward, and promotion.  The organization, from the top on down, must identify and communicate its commitment to the values, beliefs, and standards that it holds as being necessary to best outcomes.  Too, those things and people that inhibit success must be managed and corrected – or removed.


The expectation of success is self-reinforcing.  Create the culture that ennobles and enhances your mission.  People, within and with-out the organization, will know that excellence is the bar.  People will self-regulate in concert with your organization’s guides, emphasis and practices.  Thus, in rare instances where activity or expectations are cloudy, people will presume excellence as the bar, based on the entirety of your success culture’s known expectations.


Your organization is already a Business-Technology Weave; now weave excellence and ultimate success into the whole of the enterprise.


June 30th:  On this day in 1953, the first Corvette rolled off the Chevrolet assembly line in Flint, MI.  It sold for $3,250.

June 30, 2010  7:46 AM

Creating and Sustaining the Success Culture

David Scott David Scott Profile: David Scott


How do we create a success culture?  How do we sustain the successful organization and make it ever more successful? 


First, we must maximize and make fully understandable these existing fundamentals in your organization: 


¨  Mission

¨  Values

¨  Beliefs

¨  Standards. 


It is not our intent here to create a business plan, to write sample mission statements, or to provide a primer about values, etc.  Your organization, and the reader, understands these things and their importance in defining and sustaining the organization and its conduct of business.  Rather, it is our duty here to re-examine the “obvious” – what reflection is there in these areas regarding success?  For, in looking at the loose standards of some of those around us, in looking at the mistake-prone organizations, or the hierarchies with their ethically challenged reputations, we realize that we have to make a conscious decision to be different. 


Those others certainly have missions, values, beliefs, and standards.  But if they see value in cutting corners, if they have a belief that inflating profits will yield positive business outcomes, if their standards are ill-defined or deliberately loose, then there is no service to the mission.  There is no true accommodation for the idea of success.  Sustained, long-term success (the only kind that counts) is achieved by being honest and in matching actions to realities.  The success culture starts with this honesty, which inspires trust, cooperation, and good faith activity.  This is critically important when Business and IT engage within the organization.  We therefore need to groom (mentor, coach, train) so that no one has to assume anything regarding the culture – they will know.  As things stand now, how many people can you scratch in your organization – querying them on matters of business culture – to yield a response with some semblance of:  “We have a culture of success”?  Try it.  If your leadership is not biasing the organization for success – what is it doing? 


Further, our stated mission, values, beliefs and standards will ensure that, if and when a gray area leads someone to wonder what a standard is, or be left to ponder what they “might get away with,” we have in place a culture that will groom them to know that excellence is the bar.  That the job, large or small, is to be done right.  They will disabuse themselves – and they will dissuade others – of any notion of entertaining an impropriety.  This is where you achieve true strength:  From the bottom up as individuals self-regulate; from the top down as example-setting, ethical leaders manage, mentor and train; and across the organization – or across organizations – as departments and agencies engage in good faith activity by virtue of solid reputations and trust.  Let’s look at some supports to this:


                            Supporting Success:   Mission; Values; Beliefs; Standards


Mission:  The idea of a mission would seem to be pretty obvious.  However, if you ask people on a random basis to articulate their organization’s mission, you may be surprised at the result.  There will be a degree of struggle in expressing the mission with accuracy and brevity.  Forget about any degree of comprehensiveness.  Even Business people can have trouble – but for support elements such as IT, there may be many people who fail to understand, or even care about, the overarching business mission. 


Every organization has a mission, and every reader’s organization has a mission statement.  The mission provides the answer as to why the organization is here.  An organization’s stated mission should include primary products and services, your service model (such as the importance of excellence, creativity, results, success, etc.), and markets.  Everyone in an organization should know what the organization’s mission is, understand it, and support it.  Remember that the mission statement is a ready handle in defining who you are – after the organization’s name, it is often the first exposure someone has to anything about your organization.  It communicates essential information to people, beginning with the people right in the organization – the employees.  It is the definition of your organization seen by clients, customers, members, prospects, potential employees, vendors, contractors, business partners, and any other interested party.  


Ensure your people know, understand, and support the mission.


Values:  A value is a belief, a principle, a quality, or a philosophy that has meaning and worth to the organization.  It also must have meaning and worth to the individual.  It is important to note that any organization will have formally defined values – but it will also have informal values. 


In recent surveys of business, the identification and implementation of values has been cited as the one of the greatest keys in the success of those organizations that thrive.  Values lead to direct action, quality of action, and appropriate treatment of people.  When looking at most successful organizations, we find that values are directly linked to their success.  For example, Sears places a high value on customer trust – in the 19th Century, customers in rural areas enjoyed a money-back guarantee on any returned product.  Can you imagine the comfort that that sort of trust engendered when ordering from a remote organization through a catalog in those days?  Sears, unlike many companies from that era, continues to exist and thrive today…


The Marriott’s value of standardization enabled it to efficiently duplicate its standard model hotel all across the country.  People on the road experienced a welcome familiarity. 


Coca-Cola’s value of their customers’ opinion and satisfaction allowed it to quickly recover from the wrong turn that “New Coke” represented. 



Your organization has a set of values in place – make certain that those values are effective, known, and understood.  The trick is not in “having” values:  the trick is to make certain they expand and occupy every corner and crevice of your operations, your supports, your management, your products, and your services.  In the case of our Weave, we can see that business values occupy the upper, overarching agenda.  IT values need to support and help fulfill business objectives.  One of the most obvious values today is the sustaining of continuous improvement.  Generally, the identification of an important value leads to discovery, and discussion, of other supporting values:  innovation, reliability, trust, confidence, truthfulness, and so forth.  At the same time, a discussion of values needs to identify gaps, or divides, between stated organizational values, and the full employ of those values in leveraging them to the ultimate mission. 


Beliefs:  Beliefs support values.  If your organization wants to value excellence, for example, people need to believe that excellence is worth striving for, is recognized, and is rewarded.  Further, it will be believed that excellence is appreciated by the customer, client, member, etc.  Vendors will acclimate quickly to your culture of excellence, and they will partner according to their natural sense of your expectation for excellence.  Beliefs yield confidence and trust (desirable values in and of themselves).  When people believe that others engage in good faith, and that the organization itself behaves in, and supports, good faith, we build value.  We begin to build a collective mental acceptance of truths, and conviction in them.  Again, think about defining your culture through mission, values, beliefs and standards:  don’t let it default to something you don’t want.  Beliefs directly support your mission. 


An important belief is that an organization is a team, rather than a collected set of competing silos; each complete with their own selfish agendas, competition for resources, negative belief-set, and poor expectations of the other “silos.”  By extension, allied organizations that have been tasked with a common mission must acquire the belief that they are a team in order to be at their united best.  Consider what your organization believes – truly believes.  Is your organization’s belief-set acceptable to you?  Consider the beliefs that you would like to instill in your organization, and the reality necessary to emplace and sustain those beliefs.


Standards:  A standard is a requirement, a level, or a degree of something.  Standards define and guide conduct.  They set benchmarks in the performance of systems and people.  They help to provide comparisons and measures in order to evaluate levels of things that lead to success.  Standards help to measure ‘success’ itself. 


Harboring a respect for standards is a value.  You value a degree, or level, of performance from employees – and from yourself.  You must meet and hopefully exceed a standard in order to certify the value of that performance.  Overall, your organization has a requirement of conduct – the level of conduct you require is a standard.  We manage and perform according to standards.


Standards should be a clear expression of our expectations:  We should know how our organization expects us to behave and interact with each other.  We should know how to resolve conflict.  We should have standards that support growth and progression for the right people.  Proper standards help us to leverage “human capital” to competitive advantage. 


Standards also help us to establish commonly accepted guides to productivity and quality.  A review of standard “best practices” in any field of endeavor will present essential standards for success.  A success culture both yields, and depends on, productivity.  Efficient and effective (quality) production of anything represents success:  whether it is production of new designs, production of output goods, producing better  service, producing more satisfied customers, producing more accurate performance appraisals – these all represent success. 


In-turn, success (successful productivity) yields pride in the organization, pride in what you do, confidence in a job well done, and it yields a positive model for future success.  Consider the business traveler’s laptop as an example:  the true standard is not to issue the laptop in a timely fashion (important enough, but easily done), it is not to vet the laptop as functional (also important), but rather the standard is to meet the business traveler’s need to access the organization’s network in order to successfully accomplish online work.  If you meet the true standard, the others are met.  The ultimate standard pulls everything else up.  This is why you have to solidify in your mind, and the minds of your staff, the ultimate, true standards to be met (and as necessary, exceeded) in each task, project, and endeavor.


The identification of ultimate business standards does not mean that you don’t need checklists or interim qualifiers/standards.  Indeed true standards support and lead to the establishment of those things:  “Hmm, if BusTraveler ‘A’ has ultimate need to work from City ‘Z’, then I need to test a laptop, issue it, and certify that BusTraveler ‘A’ knows how to use it.”  Recognize here that standards beget success. 


All of these things in your success culture help you develop a winning “people strategy” – which in turn helps your organization develop an overall competitive advantage.


In your Business-Technology Weave, maker certain that both the Business and IT folks have a clear articulation of Mission, Values, Standards and Beliefs.


June 30th:  On this day in 1936 Gone with the Wind was published.


June 28, 2010  3:46 PM

Critical Need: The Success Culture

David Scott David Scott Profile: David Scott


It is no use saying, “We are doing our best.”  You have got to succeed in doing what is necessary.


                         Winston Churchill


A Success Culture happens by design, not default.  Success starts with a desire, and then a will, to succeed:  a specific attitude.  When the will is strong, either in the individual or organization, then there is a belief in success – and success will be the outcome.  In building a culture of success, it is fundamental to build teams of people who know how to succeed, and thereby organizations that can succeed.


We’re not talking about success alone – for we can succeed in spite of costly mistakes; we can achieve an ultimate success after many preventable failures; we can often succeed where dumb luck plays as big a role as anything else.   We can succeed in spite of a poor culture; we can “beat the odds.”  But the odds catch up with us – and why take chances anyway?


The Business-Technology Weave is dependent on success:  Your organization deserves a proper foundational culture and the right collective attitude to maintain and advance success against the challenges of a changing world.  So – we need to succeed on an intelligently designed basis – we must commit to succeeding on the most effective and continuous basis.  We will have a lock on success.  That lock will be for anything we do:  analysis, proper fits, implementations, progressions for the future, programming, reports, policies and plans, etc.  Name it:  Anything and everything.


Define.  Or Be Defined:  When we commit to success and a culture of success, that doesn’t mean we can’t have some failures, and that we can’t make allowance for mistakes.  There is always the unforeseen, and there are always human mistakes to contend with.  What we mean here is that we don’t tolerate sloppiness, empty excuse, and ineptitude.  We tailor and maximize known practices, best practices, and emerging practices, in managing business and its supports.  We pair these practices with the kinds of people who have the will to succeed: the strength of character (possession of ethics and sense of responsibility); the care for what’s required (knowledge, preparedness, teamwork); and the desire to put forth the effort in doing what’s to be done (a willingness to work). 


Unless we shape our environment, circumstances will shape it for us.  Unless we define our culture, it will be defined for us.  Unless we make it our goal to retain positive, qualified people, we will find ourselves wafting down to lesser qualified, and less positive people.  We must plan and carefully maintain the culture as we would anything else, in order to leverage it for best business outcomes. 


Nothing manages itself and, like people, your culture deserves managing.  We must craft the Business-Technology Weave with positivity.  The success culture-positive is an enormous lever in moving things to successful conclusions – its influence and power cannot be overstated.  Why would any organization not bias everything it could toward success? 


Most importantly, when you set a bias for success, you have a primed system in place for taking on the emerging burdens, seen and unforeseen, in the Business-Technology Weave.  Rather than blinking, stumbling, or choking in the face of some challenge, your organization’s wheels go into motion.  Whether faced with exciting new challenges, or discovery of bad, you have people, teams, and methods that are identified, in place, and possessed of knowledge and confidence in doing what needs to be done.  Further, what’s done is done prudently, efficiently, and with accuracy. 


Getting there always starts with attitude… Where is your organization’s attitude?



June 28th:  On this day in 1942 the Dumont television network begins (WABD, NY).

June 24, 2010  1:49 PM

Enterprise IT: Users Re-define “Workaround” in Using Unsupported and Disallowed Devices, Apps

David Scott David Scott Profile: David Scott

 On June 24th, Cisco released survey results regarding use of social networking sites and the use of personal devices in the workplace.  (Conducted by InsightExpress).

The survey is illuminating and very good, but I didn’t need it to know the extent of the problem.  I see it every day, and I see the security breaches that result.  Employees – users – are working around policy and security postures to access and utilize social networking, collaborative, and peer-to-peer sites – even obvious no-nos such as porn sites or sites with highly inflammatory content.  And, employees are also installing their own apps and devices, using them indiscriminately.

Here again the enterprise has the challenge of defining what’s allowed, how, how much, and when.  Often these liberties with as-yet unapproved methods and means happen within the vacuum of lagging or outdated policy that doesn’t even define, much less address, the challenges.

No company’s security posture and standing can survive a wild rodeo of unbridled modifications to its approved suite of products and enablements.  At minimum, there must be a conduit through which all alternate access and all alternate products get vetted, for thumbs up or down assessment – and definitions of use.  They must be vetted not just in terms of usefulness, but in terms of safety:  fit, reliability and security.

Workarounds have their place, but so does policy, process and sanction.  Don’t let your environment turn into a Wild West of split and scattered chains of communication; or, imagine new critical contact information that exists only in spurious realms.  Avoid having vital and reinforcing content that’s fractured across, and stripes through, various domains – domains and mechanisms that may be “here today and gone tomorrow” endeavors.

Good luck.


June 24th:  On this day in 1314 was the Battle of Bannockburn; Scotland regains independence from England. 

June 23, 2010  11:57 AM

Security: Small and Medium Business (SMB) – Late to the Party?

David Scott David Scott Profile: David Scott


Symantec Corporation has released a very interesting (annual) survey, the 2010 Global SMB Information Protection Survey.  (Note:  Small and medium sized businesses are defined as comprising 10 to 499 employees).  Have a look for yourself – the hard stats are all here:  Symantec Survey Reveals Information Protection is the Highest IT Priority for SMBs (Press Release).

It’s interesting to note the enormous lag for a large percentage of organizations in terms of their data security awareness, the associated needs, their answering measures of protection and what has been a lagging priority.  The resultant level of loss, for both electronic data and hard assets, speaks for itself.  SMBs are late to the party regarding protection of data, equipment, and reputation for that matter.  Not that larger enterprises are all that tight… we’ve discussed The Chronology of Data Breaches  here before (source:  The Privacy Rights Clearinghouse), and I’m sure this readership is well-aware of recent, ongoing, breaches.

It’s understandable, somewhat, that the Business side of the Weave is often remiss regarding security and protection – but what of IT?  IT has to be the standard bearer:  make sure security protocols are in place and write policy to current standards – and watch for breaking practices that can be utilized to your environment’s best advantage.  If Business falls down and suffers a breach due to its own remiss (perhaps foiling IT’s recommendation for more training, or more penalty, etc., in instituting greater care, for example), then the Business half of the equation can go frown in a mirror.  But to IT I say:  Be on the responsible forward edge, and apprise Business in a timely fashion.  Document what you counsel and do.

Most breaches and loss are due to simple human error, which includes negligence and lack of standards and education – don’t make the error of having an uninformed, untrained, and uncaring staff. 

Have a look at Symantec’s recommendations at the end of their Press Release. 

June 23rd:  On this day in 1931 Wiley Post and Harold Catty took off for their flight around the world.

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