‘Evidence-based decision-making’ sounds like a great idea. Before trying to build it into your IT culture, you’ll first need to figure out what it means.
When making decisions about the IT portfolio, CIOs must balance the need to add new-and-cool stuff with the need to avoid obsolescing components that are no less important for having stopped being new and cool years ago.
The FAA offers an object lesson for the impact of poor chronodebt management.
Just because the pundit class tells you what you want to hear doesn’t mean they’re making actual sense.
History tells us that facilitating the creation of business value is less about managing and even less about leading than most executives think.
Sometimes, even the soundest engineering isn’t sound-enough engineering. So when things go sideways, politics can be a shrewd tool or your undoing.
Consensus: Easy to say, easier to recommend, but very hard to accomplish. Here’s how leaders turn a group into a team.
CEOs have every reason to expect IT leaders to make unrealistic technology expectations happen. Simplifying IT may be the only way to cope.
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