Business Transformation Requires Transformational Leaders
Leadership and teaming skills are front and center in times of rapid change. Meet today’s constant disruption head on with expert guidance in leadership, business strategy, transformation, and innovation. Whether the disruption du jour is a digitally-driven upending of traditional business models, the pandemic-driven end to business as usual, or the change-driven challenge of staffing that meets your transformation plans—you’ll be prepared with cutting edge techniques and expert knowledge that enable strategic leadership.
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Wearables have the potential to transform the way we engage with technology. The new generation of personal electronics will change (and in some cases already has changed) many industries.
Architects and architecture exist with the intent of providing something of value. But intent does not always translate to results. Sometimes we get in our own way if we are not careful. Are there habits of mind that can work at cross-purposes to the value we seek from the enterprise of architecture?
A psychological contract is a construct comprising an individual’s assumptions and beliefs about what each party to a contract must do and how they are to do it. All individuals in both parties have their own unique psychological versions of that contract, which makes managing expectations quite challenging. In this Update, we explore the topic of harnessing the value of the psychological contract.
One major purpose of the IoT is to collect massive amounts of very discrete data for analysis. Thus, the relevant privacy problems of big data come into play, specifically those of aggregation, scale, and difficulty in understanding what predictive analysis may ultimately affect the individual's interaction with the object.
It is clear that our IT homes need a firmer footing, and there is a need for rethinking the fundamental relationships between the IT function, the IT budget, and all the other business entities within organizations. It is also clear that our IT homes need more light and reconfigurable spaces, and there is much we can gain from increasing the transparency and agility of the IT budgeting process.
IT managers must construct the IT budget in such a way as to be obviously defendable as being supportive of the overall direction of the company. The wise IT manager will strive to have support from his or her non-IT colleagues whenever possible. This analysis of the latest CBR survey data will view the results from this perspective.
In the past decade, we have had 658 respondents to survey questions about budget, governance, and IT costs -- that is, the elements that form the foundation of managing IT in the enterprise. With this 10th survey, it is appropriate to consider what we've learned over the past decade and draw some overall conclusions about the IT budget as it relates to the effectiveness of IT in the organization.
This survey, our 10th annual IT budgeting survey, examined general and specific aspects of IT budgeting in 33 organizations.