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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Insight
In this webinar you'll learn how you can weigh the strategic opportunities, benefits, the costs and the risks of cloud computing.
Executive Update
The Greening of the Data Center
The rapid growth in data center energy consumption, coupled with the relentless increase in the cost of energy, implies that energy efficiency in the data center is no longer the handmaiden of good IT governance, but a principal spearhead of it. While the construction and certification of a data center as green usually entails substantial up-front expense (estimates run from 5%-40%), the resultant reduction in cost of operations and maintenance can be dramatic.
In the chaotic world of IT, frontline leaders sometimes struggle to keep up with the pace. Projects and productivity expectations can push the most important asset -- people -- to the back of the pack. Successful organizations know, however, that no matter how good the technology, it is the people who make it work. When people come first, customers win.
I've been promoting the idea of how combining BI and social computing techniques (e.g., blogs, wikis, social nets, IM) can benefit an organization's BI and performance management efforts for several years now.
In these five years of charting IT budgets and the budgeting process, we have documented the roller-coaster ride that IT shops around the globe have been on as things went from good times to perhaps the greatest economic crisis ever to strike the global economy to now slowly and gingerly climbing back out of the recession. Because we have been able to keep our team of experts intact and to maintain the core set of survey questions we ask of the respondents, we have learned quite a bit about the manner in which modern organizations react (and should react) to these kinds of events. We have learned, for example that the knee-jerk reaction typical of past crises whereby the firm would slash IT budgets seeking to "trim the fat" and "reduce overhead" wasn't exactly the case. In last year's survey, we found that "while organizations are indeed cutting projects and limiting their exposure by reducing investments in IT, they are also limiting reductions in the IT shop as much as possible knowing that IT assets and knowledge lost during a downturn cannot be readily rebuilt and scaled once the economy turns. As a consequence, the shape that this downturn has been taking for IT and IT professionals is likely different than the historical pattern of deep cost-cutting measures."
In these five years of charting IT budgets and the budgeting process, we have documented the roller-coaster ride that IT shops around the globe have been on as things went from good times to perhaps the greatest economic crisis ever to strike the global economy to now slowly and gingerly climbing back out of the recession. Because we have been able to keep our team of experts intact and to maintain the core set of survey questions we ask of the respondents, we have learned quite a bit about the manner in which modern organizations react (and should react) to these kinds of events. We have learned, for example that the knee-jerk reaction typical of past crises whereby the firm would slash IT budgets seeking to "trim the fat" and "reduce overhead" wasn't exactly the case. In last year's survey, we found that "while organizations are indeed cutting projects and limiting their exposure by reducing investments in IT, they are also limiting reductions in the IT shop as much as possible knowing that IT assets and knowledge lost during a downturn cannot be readily rebuilt and scaled once the economy turns. As a consequence, the shape that this downturn has been taking for IT and IT professionals is likely different than the historical pattern of deep cost-cutting measures."