Wikinomics author and consultant Don Tapscott believes that transparency is power and that the benefits of collaboration outweigh its drawbacks.

Every organization has some "ducks." Ducks are employees who have a detrimental effect on productivity. Their work is consistently substandard, they rarely meet deadlines, and their skills are out of date. They hate change, resist taking responsibility, and blame their failures on co-workers. They constantly complain about their projects, their teammates, their workloads and their managers. They stifle innovation by shooting down new proposals, claiming that changes "just can't be done."

There's a standing joke that business people never have to ask IT how long something will take and what it will cost because they already know the answers: it always takes a year and costs millions - and that's just for the simple stuff.

Zero point one per cent. That's about the number of women out of the pool of CIOs in India. Given that a tad over 15 per cent of engineering graduates are women, why do their numbers thin out so massively by the time they are ready to run IT in an enterprise? Why is it that tracking down a woman CIO is tougher than finding water in Rajasthan?

Seems like the world is full of rogues these days. No longer are we surprised when we hear of yet another company employee who has run amok, often under the supposedly not so watchful eye of the IT department.

It's amazing how often executives are stymied by their inability to influence others. The typical scenario involves a talented, change-oriented leader who gets a shot at a more visible role. In the process of getting stuff done, he steps on a few (very influential) toes. Over a couple of years, the executive racks up some impressive accomplishments but finds that his success is hindered by the organizational minefields his actions have sown over the years. As a result, the executive tires of the level of effort required to move things forward and decides that it's time to move on

Security and privacy are bad words with bad histories, evoking bad connotations with most enterprise stakeholders. For companies to succeed at safeguarding their data, these words must go away. Here's why

You would think that the executive who consumes, on average, nearly 50 percent of the capital invested by businesses would have a lot of power. You would be wrong

In the pantheon of controversial Microsoft comments CEO Steve Ballmer's recent quote about the Apple iPod: "There's no chance that the iPhone is going to get any significant market share. No chance. It's a US$500 subsidized item," ranks right up there. But Between Ballmer and Chairman Bill Gates that comment would be hard pressed to crack the Top 15 all-time most controversial or even colorful things the two of them have uttered in the past oh, 20 years or so. These are my favorite quotes, there are many like them but these are mine:

Growth remains a top priority for CEOs. Revenue growth and increasing market share outstrip lowering the cost base as strategic priorities. Enterprises seek to deepen their penetration in home markets, and enter new markets

As one of the contributors to recent Gartner EXP research into legacy assets observed: "A legacy system is a hindrance that fills a business need — so you can't just get rid of it"