Tag Archives | Intel IT Peer Network

Water Will Always Find a Way

Just like water will always find a way through or around any obstacle, so will people find a way around any security measures you seek to implement.
You may think you have thought of the most foolproof method of managing your data, but as soon as you implement it and ride out the first wave of direct (and often blunt) feedback, people will start beavering away on ways to get around your processes.

Anybody who thinks otherwise is only fooling themselves and will be rudely awakened when a security or other serious data breach occurs.

The best way to remedy this and eliminate it as best you can is to create and reinforce an educative program that informs people of the reasons as to why you are having to implement these policies and not just labouring on the pitfalls of not adhering to your security policies.
As time consuming and labour intensive as it sounds, a period of open discussion and feedback sessions will alleviate some of the staff objections prior to drawing up your policies and generate an enormous amount of goodwill.

Everybody appreciates there needs to be some level of security, especially in heavily regulated or security conscious industries but nobody appreciates dictatorship levels of oppression when they are not completely necessary.
Simply saying it’s a disciplinary offence to not adhere to these policies without explaining them thoroughly first or taking an objectionable point of view on board will alienate you from the very people you are trying to protect.

We’ve all been asked by staff across the organisation if they can use third party file sharing services like Dropbox to share data etc. and had to refuse them on security grounds.
We all know they use these services (and you probably do as well) and trying to implement an internal, secure enterprise version of a similar technology is very time consuming to manage and expensive not to mention extremely difficult to secure.

Smaller companies with less advanced infrastructure will often use third party file sharing services as a low cost and logical extension to their infrastructure.
The security risk to their IPR is no less great than larger corporates but they thrive on the nimble and agile gain that using these services gives their businesses.
When new individuals join your organisation from these smaller and more agile business through acquisition or organic growth, they will quickly challenge any seemingly draconian procedures you have in place. They will challenge you that their agility and productivity is being stifled by these procedures with the very valid reason they are often brought in to disrupt your existing business working in precisely the way they need to.

We need to take on board these new types of people and the roles they perform, adapting the necessary rules and procedures to allow them to go about their business rather than stifling them with regulation.
This is challenging and a bit scary but as long as your security is not diluted too far, adapting to incorporate these new roles and working practices will show your willingness to change and adapt and will not go unnoticed across the organisation.
In the new arena of change and disruption, those who adapt will thrive and those that don’t…. Well, you know how that story ends.

This piece has also been posted on:
The Business Value Exchange in my position as CIO ‘Thought Leader’ and Featured Contributor
The Intel IT Peer Network in my position as IT Industry ‘Thought Leader’ and Featured Blogger
Outsource Magazine in my position as IT Industry ‘Thought Leader’ and Featured Columnist

 

 

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IT Leadership Roles in 2020

The keynote at the Gartner Symposium IT Expo here in Barcelona this morning raised a number of interesting points but something I wanted to lift out and explore in a bit more detail was the references to what IT leadership roles they see will be in play in 2020.

Interestingly and in a different twist to what others are saying, Gartner see the CIO role continuing and the CDO role coming to an end having played its significant part.
They see the CDO role as a transformation and change agent who will lead the digital transformation and implementation of a digital leadership culture within the organisation between now and 2020 before bowing out gracefully with a job well done.
If you think about this I believe it makes a lot of sense – it frees up both the CIO and CMO to concentrate on innovation, adding value, meeting their strategic objectives and engaging their client bases.

My only reservation was why wait until 2020 to get this done and instil a digital leadership culture across your organisation?
Surely those who jump on this now and instil a digital leadership ethos throughout their organisations will steal a march on those that postpone or delay the inevitable.

What is becoming more apparent is that by 2020 all leaders no matter what business unit they lead will be expected to have digital skills (and rightly so).
This is key and executives who don’t currently know what digital technologies can bring to their organisations really need to start finding out or risk being left behind.
CMO’s have been working with digital for a while and this has led to the CIO Vs. CMO debate but digital is and will be such an integral part of any organisations strategy, the whole leadership team needs to get involved and work together to enable it.

The rapid rate of improvements in technology means that it will only get easier to implement and manage the digital transformation within your organisations and instil the necessary digital leadership backbone.
Everyone is trying to get one step ahead of the competition and those who correctly identify, digitalise and engage with the right objectives now will quickly launch themselves ahead of the competition.

So, a slightly different angle on what the IT leadership roles may look like down the line but refreshing to see a different viewpoint.

What do you think?

This piece has also been posted on:
Here on the Samsung Business site
The Intel IT Peer Network in my position as IT Industry ‘Thought Leader’ and Featured Blogger

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Is outsourcing the question or the answer?

Once upon a time, the answer to the question of what are the main benefits of outsourcing was cost savings based on labour arbitrage, but today that response would be superficial and incomplete.

I believe the main benefits of outsourcing are access to scarce skills, expertise and the latest technology, cost reduction, turning capital expenditure into operating expenditure, and the opportunity to concentrate resources on core business objectives.
If you think about outsourcing in this manner, you will not only start to realise areas within your IT organisation that would benefit from adopting it but also ways as a strategic leader you can add further value to your entire organisation by doing so.

The first big error people make when considering outsourcing is looking to resolve a problem without first looking to do so in-house – a problem remains a problem no matter where it sits.
Sensible outsourcing providers will often sniff this out during the RFP or other stages of the bidding process but others may look to take it on, hoping they can fix the issue(s) as a calculated risk whilst trying to win the business (the fact a vendor accepts this huge risk should really start ringing alarm bells for you as you both know there’s an elephant in the room).
Those that don’t take the business (and hopefully this is the majority) will likely make you consider going back and fixing the problem before re-tendering. Those who take it on will only delay the inevitable, leaving you not only with a larger problem downstream but also with the added bonus of a whole heap of complex contractual issues to sort out (which I imagine you will now discover were also not properly agreed or worded up front).
Many take this approach and get their fingers burnt with outsourcing, vowing never to return.
It’s a real shame, as outsourcing done in the right way is an extremely beneficial way to add to the value you provide to your organisation.

The second biggest error people make when considering outsourcing is to engage with and select a vendor by having only had a few live sales meetings/conference calls with a cursory glance over provided case studies. Coupled without ever having visited their operating/service centres to see them in action in a live environment or meet their staff that will be working with your team in person.
You wouldn’t do this if you were hiring permanent staff or running the project in-house, so why do this when exploring outsourcing? It makes no sense.
This often occurs when a company decides to outsource a small project or a portion of it to see if outsourcing works for them in an operational sense.
The vendor is often chosen just on labour arbitrage and due to this the work is often performed in Asia or Eastern Europe.
The ‘project’ is often then left with the vendor with scant and seemingly erratic communication and only poured over in detail once the deliverable is returned with obvious errors.
The end result is the project often has to be redone in-house, blowing the project budget, causing delays and delivering red faces all round.
Outsourcing is again blamed as the enemy with the lack of communication and poor vendor selection/interaction issues being swept conveniently under the carpet.

So, in reflection it may be outsourcing is not for you but you owe it to yourself and your organisation to try everything that can add value to what you deliver.
Outsourcing executed properly can provide real value when opportunities are identified, structured, communicated and managed correctly, so what are you waiting for?

This piece has also been posted on:
The Intel IT Peer Network in my position as IT Industry ‘Thought Leader’ and Featured Blogger
The Business Value Exchange in my position as CIO ‘Thought Leader’ and Featured Contributor
Outsource Magazine in my position as IT Industry ‘Thought Leader’ and Featured Columnist

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IT Industry Thought Leader and Featured Contributor – Intel IT Peer Network

Intel IT Peer NetworkI am proud to announce that I was asked to become an IT Industry Thought Leader and Featured Contributor on the Intel IT Peer Network – an IT facing community for IT professionals hosted by Intel.
Please find a link to the site here (registration may be required).

I will be contributing regularly through featured articles, so please take a look and get involved.

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