When contracting for cloud-computing services, one challenge is that there may be more parties involved than your company and the cloud vendor. The vendor might outsource some of the services covered in the contract, or it could end up under different ownership after a merger or acquisition. On the client end, you might choose to work with a cloud broker. Because the introduction of third parties can increase risk, it's essential for potential cloud clients to identify third parties before adopting a cloud service, thoroughly understand their roles and ensure that their responsibilities are effectively addressed in the contract.
The global sourcing industry has changed fundamentally, driven by global megatrends of demographics, economics, rapidly changing technological infrastructure, connected consumers and rise of emerging economies.
Speakers at Microsoft TechEd touted the virtues of the upcoming Windows 8. No surprise there -- except the speakers were using Windows 8 on tablets, with nary a desktop in sight. Will the strength of Windows 8 on tablets finally get IT and end users on the same BYOD page?
Many in the US are concerned about the talent gap between American students and similarly-aged students overseas when it comes to math and science skills. This is a real problem for our economy and security. But CIOs can help by reaching out to guidance councelors and educating them about jobs in IT.
For me TCO is only part of the picture, using this measure in isolation can lead you to make suboptimal purchasing decisions. This is written with my experience of Salesforce front of mind, however this can apply to most SaaS providers.
Thanks to its increasing intertwining with business processes, IT is becoming more complex and costly to manage. The complexity is due in part to the natural evolution of the business’s dependence on IT, and to the piecemeal and sometimes divergent nature of demands on IT. Whatever the cause, complexity begets ambiguity and is therefore undesirable
Most IT service organisations have adopted ITIL or similar service management disciplines. Service management requires new processes for users. Service is provided only after a service request is raised, new initiatives need a business justification, service level agreements need to be in place, and the list goes on. Any experienced IT manager knows that certain disciples are necessary to be able to deliver reliable and cost effective IT service.
About 30 years ago, I tried to calculate the mass of a glueball, a highly mysterious subatomic particle composed entirely of gluons, which are the infinitesimally tiny elementary particles that make it possible for protons and neutrons to stick together in atomic nuclei. As you can imagine, the calculations were extremely complex and required an enormous amount of computing power.
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."
All who remember how painful the budget process was understand that a CIO's negotiating power is, to a great extent, determined by how well clients understand the value they get for the money. There are three components to the concept of value: understanding exactly what IT delivers, believing that the cost is fair and evaluating the contribution of those deliverables to the bottom line.