When it comes to your AI strategy, forget the “plans” part. A random walk will serve you better.
Microsoft’s newly transformed content and collaboration platform depends on more capable artificial intelligence capabilities. But it won’t be successful without more capable human beings.
Effective leaders don’t do. They motivate those who do. And the trick to fostering a motivated staff lies in the subtleties of motivation itself.
What’s the key to meeting your CEO’s IT expectations? Managing those expectations so your CEO’s disappointments aren’t blamed on you and your IT organization.
Chronic complainers are annoying. But when employees can’t complain? That can be a whole lot worse.
Compared to management, leadership is what has the mystique. But mystique isn’t what gets work out the door.
Forget the conventional wisdom about firing irreplaceable employees. Because if your employees aren’t irreplaceable, you’re doing something wrong.
Don’t run IT like a business. Do run it in a businesslike way. Establishing an administrative group within IT can help alleviate IT’s bureaucratic burden.
As an IT leader, it’s up to you to make the consultants you engage successful. If you weren’t serious about their project, why did you sign the contract?
Definition: Consultant (n.) A professional of negotiable integrity, specializing in fixing what’s broken by breaking what’s fixed.
Want me to be your paid dirt-digger? You aren’t paying me enough. Politics are an inescapable part of most consulting engagements. Just don’t make politics the point.
Worried you’re making mistakes running your IT department? Here are seven more mistakes to worry about that probably aren’t on your to-don’t list already.
Whatever you’re researching, you have to decide: Do you want evidence, or just company? Because IT surveys offer insights that shed little light.
Getting outsourcing right is hard enough. Multivendor outsourcing can be a quagmire. Here are the tactical snafus you are signing up for — and how to handle them.
Never confuse documentation with communication. The purpose of documentation is to remind, not to communicate.
Smart CIOs know how to solve problems and pursue opportunities. Smarter ones expend their time and effort spotting and brokering the great ideas that can do this.
Now that it’s 2023 it’s a perfect time to look at the promises we’re making for the coming year and how they’re likely to disappoint the CEOs who CIOs need on their side.
This holiday season, show your appreciation by offering up some hard-earned gifts to those hard-to-buy-for IT professionals and hangers-on on your list.
Keeping your job as CIO is tough, even when you do everything right. Here are seven ways unwary CIOs make their jobs even riskier.
IT leaders must realize that relationships outlive transactions. Failing to embrace this fact of organizational dynamics can kill your career.
When it comes to setting goals and assessing your progress toward achieving them, be smart about how you use metrics and what you pay attention to. Not SMART.
Optimization efforts too often fall afoul of an essential principle: To optimize the whole you must suboptimize the parts.
‘Best’ may be the enemy of good. But in IT, ‘best practice’ is the enemy of good sense. CIOs would be wise to know there are no best practices, only practices that fit best.
‘Everything as a service’ doesn’t include every service IT provides, not to mention everything outside IT that can be characterized as a service. And what it leaves out is arguably more important than what it includes.
As CIOs re-think IT’s role in the enterprise, leading or facilitating business change is central to the conversation. Here’s one way IT can and should regain center stage.
Everything as a service (XaaS) should be about extending SOA to how businesses organize. Instead, it’s just another chargeback pricing model — exactly what IT doesn’t need.
When it comes to innovation, great ideas matter. But in the end, understanding the need to act on fewer great ideas matters more.
Organizational listening — knowing What's Going On Out There — is leadership's most poorly understood and undervalued responsibility. To fix this you need the right tools.
By dodging your culture of silence and offering employees an escape from the bureaucracy of blamestorming, consultants show how to discover and address root causes.
When it comes time to tap outside expertise, IT leaders too often fail to know what to ask for, who to select, or what to do with the advice they pay for.
Want to survive as CIO? Youu2019ll need metrics. But not just any metrics. Hereu2019s a quick guide.
Directing decision-maker-awareness to the right targets is a key skill for CIO success. Investment risks that pit information security vs. information technology prove the point.
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