IT departments are under stress as the need for financial resources becomes overwhelming and technology departments are required to do more with less, using existing IT systems while having to also move or keep systems online. This white paper serves as a guide to CIO advisory services and discusses the current stress on the IT industry.
Outsourcing to Save IT Costs: Interview with: George Bower, President and Chi...IT Network marcus evans
Outsourcing to Save IT Costs: Interview with: George Bower, President and Chief Executive Officer, Axis Technologies, a solution provider at the marcus evans CIO Summit 2012, discusses the benefits to CIOs of outsourcing features of their enterprise software management.
If you are a senior IT leader, you need to make the same kinds of disciplined choices for your department that the CEO and top leadership team are making about the strategic direction of the enterprise. Here's how to develop a sophisticated, more strategically oriented information technology approach--based on six ways to create value for the enterprise, and five archetypes that resolve the tension among those six value drivers.
Outsourcing to Save IT Costs: Interview with: George Bower, President and Chi...IT Network marcus evans
Outsourcing to Save IT Costs: Interview with: George Bower, President and Chief Executive Officer, Axis Technologies, a solution provider at the marcus evans CIO Summit 2012, discusses the benefits to CIOs of outsourcing features of their enterprise software management.
If you are a senior IT leader, you need to make the same kinds of disciplined choices for your department that the CEO and top leadership team are making about the strategic direction of the enterprise. Here's how to develop a sophisticated, more strategically oriented information technology approach--based on six ways to create value for the enterprise, and five archetypes that resolve the tension among those six value drivers.
Seattle Chapter of SIM, January 19, 2011, meeting on the topic of the CIO's role in the enterprise.
Enterprise Architecture (EA) gurus say that EA creates opportunities for the CIO to be an equal among equals in the Boardroom.
Our speaker, Ray McKenzie, an accomplished strategist, architect, consultant, author and outstanding storyteller will challenge our audience of IT leaders to reconcile perceptions, studies and hopes he has found in literature from SIM and hundreds of books, journals and articles on the topics of EA and the role of the CIO.
Join our conversation and take part in this forum.
Australian cio summit 2012 bill frangeskakis news releaseTurning Business D...IT Network marcus evans
Turning Business Data into Dollars: Interview with: Bill Frangeskakis, General Manager, Frontline, a sponsor company at the marcus evans Australian CIO Summit 2012, on using data to produce stronger results.
Why do we_model_in_the_uk_monitor_in_japan_and_manage_in_the_usaMetron
This document reflects upon the current and future practice of capacity
management and considers why it might be different in different
countries. The author has experience in the UK, USA and Japan and
will concentrate on these, with particular emphasis on Japan as it is
possibly the least known of the three. This is in fact a biased view and
possibly any differences might simply be a reflection of each country’s
‘perceived persona
Navigating the risks in implementing Hybrid Cloud, Agile and Project Manageme...Livingstone Advisory
Ensuring the alignment between the various ‘best practice’ technology implementation methodologies supported by appropriate ongoing IT management and business engagement frameworks is key to the delivery of a robust, truly agile and cost effective IT environment. Achieving this without compromising security or exposing the organisation to greater risks is a given in the eyes of the business.
In this presentation, Rob Livingstone explores the key systemic and technical risks associated with the concurrent adoption and management of agile application development methodologies, project management, hybrid cloud, on-premise IT and mobile devices within the enterprise. He also suggests some practical approaches that CIOs, CTOs, CSOs and CFOs should be taking to successfully orchestrate this transition.
From reactive to proactive IT management: ProactiveNet
Optimize application performance by learning and baselining application behavior; predicting problems before they occur; pinpointing root cause; and initiating standardized triage and resolution.
How Intelligent Operations Enables Proactive Data Center ManagementITOutcomes
CIOs often live and die by the data center’s performance and availability numbers.
Nine out of 10 respondents to a 2014 survey of data center professionals showed that service availability is highly critical to their performance.
But at the same time, 41 percent of organizations missed their service availability goals for mission-critical systems in 2013. Not surprisingly, organizations with higher service availability goals were significantly less successful in meeting their goal.
But here’s a new way of thinking about improving data center metrics: IT departments should no longer be concerned with improving system performance and reducing downtime for its own sake. Rather, consider these as metrics for enabling IT to deliver more of what the business needs, when it needs it.
In other words, it’s time to transform infrastructure and application measurements from tactical to strategic metrics.
AIIM West - Built for Success - Creating an Effective IM Org Structure - 2012...Greg Clark
There are many options when creating an organization structure for your information management program. You need to consider organizational objectives, information management maturity and most of all, cultural fit. C3 Associates Principal Greg Clark will discuss the roles and responsibilities common to most successful informaton management teams and talk about how to create an oganization structure that will work for you.
Exploring the opportunities and pitfalls of new and emerging technologies in ...Livingstone Advisory
Presentation delivered at Annual Future of Local Government Summit
Rydges, Melbourne, Thursday 23rd May 2013
This is a variant of the presentation delivered in April 2013 to the Municipal Association of Victoria
Seattle Chapter of SIM, January 19, 2011, meeting on the topic of the CIO's role in the enterprise.
Enterprise Architecture (EA) gurus say that EA creates opportunities for the CIO to be an equal among equals in the Boardroom.
Our speaker, Ray McKenzie, an accomplished strategist, architect, consultant, author and outstanding storyteller will challenge our audience of IT leaders to reconcile perceptions, studies and hopes he has found in literature from SIM and hundreds of books, journals and articles on the topics of EA and the role of the CIO.
Join our conversation and take part in this forum.
Australian cio summit 2012 bill frangeskakis news releaseTurning Business D...IT Network marcus evans
Turning Business Data into Dollars: Interview with: Bill Frangeskakis, General Manager, Frontline, a sponsor company at the marcus evans Australian CIO Summit 2012, on using data to produce stronger results.
Why do we_model_in_the_uk_monitor_in_japan_and_manage_in_the_usaMetron
This document reflects upon the current and future practice of capacity
management and considers why it might be different in different
countries. The author has experience in the UK, USA and Japan and
will concentrate on these, with particular emphasis on Japan as it is
possibly the least known of the three. This is in fact a biased view and
possibly any differences might simply be a reflection of each country’s
‘perceived persona
Navigating the risks in implementing Hybrid Cloud, Agile and Project Manageme...Livingstone Advisory
Ensuring the alignment between the various ‘best practice’ technology implementation methodologies supported by appropriate ongoing IT management and business engagement frameworks is key to the delivery of a robust, truly agile and cost effective IT environment. Achieving this without compromising security or exposing the organisation to greater risks is a given in the eyes of the business.
In this presentation, Rob Livingstone explores the key systemic and technical risks associated with the concurrent adoption and management of agile application development methodologies, project management, hybrid cloud, on-premise IT and mobile devices within the enterprise. He also suggests some practical approaches that CIOs, CTOs, CSOs and CFOs should be taking to successfully orchestrate this transition.
From reactive to proactive IT management: ProactiveNet
Optimize application performance by learning and baselining application behavior; predicting problems before they occur; pinpointing root cause; and initiating standardized triage and resolution.
How Intelligent Operations Enables Proactive Data Center ManagementITOutcomes
CIOs often live and die by the data center’s performance and availability numbers.
Nine out of 10 respondents to a 2014 survey of data center professionals showed that service availability is highly critical to their performance.
But at the same time, 41 percent of organizations missed their service availability goals for mission-critical systems in 2013. Not surprisingly, organizations with higher service availability goals were significantly less successful in meeting their goal.
But here’s a new way of thinking about improving data center metrics: IT departments should no longer be concerned with improving system performance and reducing downtime for its own sake. Rather, consider these as metrics for enabling IT to deliver more of what the business needs, when it needs it.
In other words, it’s time to transform infrastructure and application measurements from tactical to strategic metrics.
AIIM West - Built for Success - Creating an Effective IM Org Structure - 2012...Greg Clark
There are many options when creating an organization structure for your information management program. You need to consider organizational objectives, information management maturity and most of all, cultural fit. C3 Associates Principal Greg Clark will discuss the roles and responsibilities common to most successful informaton management teams and talk about how to create an oganization structure that will work for you.
Exploring the opportunities and pitfalls of new and emerging technologies in ...Livingstone Advisory
Presentation delivered at Annual Future of Local Government Summit
Rydges, Melbourne, Thursday 23rd May 2013
This is a variant of the presentation delivered in April 2013 to the Municipal Association of Victoria
iSpot southern Africa- SANBI’s exciting new citizen science initiativeMark Simon
http://findtalentworldwide.com Check out there is a new App. that lets you broadcast your CV and Video to advertise yourself for work worldwide - Immediate exposure? You got talent we have a platform.
Addressing key scientific questions through the development of tools that use multiple data resources.
Watchful Eyes: A Solution Spotlight on Remote Proctoring Technology - ET4Onli...Software Secure, Inc.
An institution’s online education strategy is only as good as the quality of the degree programs that drive it. Proctoring is a valuable tactic to help institutions protect the integrity of their online offerings, and to provide students with a degree they can be proud of--because they earned it. The strategies that drive proctoring in today’s online learning environment vary widely. In this session, we’ll dive into the technology models that are making it possible to deliver exam freedom to the student without sacrificing integrity -- and empowering educational institutions to do what they do best – educate. Software Secure offers a suite of products tailored to suit the varying security needs of institutions looking to provide online exam proctoring options for students.
Ember.js is a powerful and ambitious web application framework written in JavaScript. The learning curve is steep. I provide tips to help you scale that learning curve and enjoy the benefits of Ember.
The rapid rate of technological change can be overwhelming. Everyone sometimes needs to have a virtual CIO on call.
A virtual CIO can help the CIO, IT director, or business owner evaluate new technology, translate between IT and the business units, motivate and mentor effectively, and keep the big picture in focus. This holistic approach helps to create value, integrate systems, save costs, lower risks, increase innovation and produce successful outcomes.
IT Consultation — Expert, unbiased advice on a breadth of operational and strategic areas. This is tailored to the organization’s need, size, culture, and cost preferences. It may consist of providing a second opinion; briefing on industry best practices (e.g., for disaster recovery); building a support infrastructure (e.g., for mobile device support); or doing the problem analysis, plan, cost justification and presentations to the Board, among other possibilities.
Cloud Readiness Audits — Assessment of existing systems architecture, recommendations on which operational, financial, and accounting processes that could be moved to the cloud, and how to do so.
Rescue Assessments — Highly focused, impartial review of breakdowns in systems, applications, infrastructure and more. No finger-pointing, just a solid plan to fix the problem and get you back on track.
Support for Relocations — Experienced and thorough guidance in planning and executing the relocation of servers, networking and other computing assets to ensure efficiency, safety and continuity of operations.
Mentoring — Skills assessment and development; executive coaching; linking business and technology objectives to team performance; and requirements definition for strategic staffing.
The above article was published in the May 2008 edition of FEDTECH Magazine. It summarizes the key priorities of Federal CIOs as captured in the Information Technology Association of America's (now Tech Amercia) Survey of Federal CIOs, dated February 2008, entitled "Transforming IT to Support the Mission." The article is one in the series I write entitled "The Business of IT."
Given the current world of IT evolving and expanding all around the company, adopting and adapting innovations is not optional. The CIO’s most important role in business effectiveness is in managing this IT change to sustain the value of internal information.
Loudoun SBDC Information Technology (IT) Investment CIO and Due Diligence Str...Ted McLaughlan
Information Technology (IT) concerns and strategies a Chief Information Officer (CIO) deals with are equally relevant for small businesses and startups, as they are for larger businesses. A presentation to the Loudoun Small Business Development Center (SBDC).
How to Better Manage Your IT InfrastructureEdarat Group
Cloud computing can benefit a business in various ways. But before we discuss this in details, it’s better to have an elementary idea about cloud and its functionality. Cloud computing outlines a scenario in which hosted services are delivered over the internet. Cloud is essential for businesses because computation and storage have long been two vital requirements for enterprises. Through cloud computing, these requirements can be met easily and instantly without hardware usage.
201210 Insurance and Technology: Changing Times- How CIO's Can Increase Influ...Steven Callahan
Contributor to an article following Elite 8 winner announcements discussing how CIO's can increase their strategic influence and better enable their organizations to realize the benefits from technology.
Can IT Really Impact Shareholder Value? A CIO PerspectiveEvans Munyuki
Can Information Technology (IT) really as an enabler really impact Shareholder Value? What are the drivers of Shareholder Value? Can IT impact them? Read this White Paper to get a Point of View (PoV).
7 Steps to Transform Your Enterprise Architecture Practicepenni333
Enterprise architecture has a critical role in driving business success. But enterprise architects often find that they must create a better understanding for IT and business leaders of the function’s place in strategic planning, application rationalization, and business/IT alignment.
In this slidecast, author Beth Bacheldor explains what steps enterprise architects can take to transform their practice and give colleagues a greater appreciation of its value. The result? The business will have a greater opportunity to profit from enterprise architecture as an essential component of its operations.
Originally posted on: http://smartenterpriseexchange.com/groups/smart-architect
Our research identified four distinct
CIO Mandates, each reflecting a different way that organisations view
the role of IT in meeting their business goals
Our research identified four distinct
CIO Mandates, each reflecting a different way that organisations view
the role of IT in meeting their business goals
Similar to CIO Advisory Services Guide | White Paper from Brittenford Systems (20)
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
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Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
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Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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2. A Guide to CIO Advisory Services
Executive Summary
The IT function in both small and midsize businesses is under stress. For years,
increasing competition for financial resources has forced virtually every IT
organization to do more with less, use existing IT assets and keep systems online.
How can CIO
At the same time, wave upon wave of disruptive technology offers potentially more
compelling value propositions or competitive advantages than the traditional data Advisory Services
center infrastructure. The push and pull of these competing forces can simply enhance the
overwhelm the ability of the IT director—or controller, CIO, CFO, President or CEO/Owner’s or
CEO, whoever does the job—to evaluate alternatives, adapt to changing business IT Director/CIO’s
needs, or simply keep up with existing projects. personal effectiveness?
Meanwhile, frustrated with the pace of response from IT, some business managers
take matters into their own hands. Often called “shadow IT,” they may implement a • By temporarily assuming
departmental solution or buy mobile devices, for example, without understanding part of the operational load,
freeing them to identify needs,
the full impact on the organization’s infrastructure, operations, or costs. Bypassing IT
strategize, and partner with
controls can lead to unfortunate results: creating more data silos or more seriously, business executives
compromising data security.
• By acting as an independent
advisor or project manager
Other managers complain that lack of alignment between IT and the business unit with comparable senior
hampers their ability to achieve revenue or other goals. Such complaints undermine technology management
the CIO’s ability to be an effective member of the management team. experience, but greater
expertise in a particular
domain
In the worst case, the relevance of the CIO role is called into question. Critics
have argued that IT is merely a commodity and a cost center; it does not require • By coaching and mentoring
the IT Director/CIO as needed
representation in the C-suite. If this point of view prevails, then no one speaks for
the applications and infrastructure, and nobody takes a holistic, enterprise-wide • By augmenting available
resources with project staffing
view of the function it performs. Yet the IT infrastructure is called the “backbone”
for good reason; it holds the organization together and enables it to move towards
its business goals.
While many mid-market companies typically have a CIO in place, start-ups and
small businesses frequently don’t. Small business owners often act as their own
CIO. They may not have the right skills or the right team to build and manage
the infrastructure. Typically they have nowhere to turn for guidance. Certainly
they don’t have time to do their own job and the CIO’s at the same time.
In both small and mid-size businesses, CIO Advisory Services can enhance the
owner’s or CIO’s personal effectiveness in a number of ways (see sidebar).
This white paper explores the impact that such services can have on the business.
1 A GUIDE TO CIO ADVISORY SERVICES
3. The Changing Role of the CIO
For simplicity, let’s agree to call the person who manages IT the CIO, because no
matter what their actual title is, they have certain role requirements to fulfill. These
are more formalized in larger organizations and more ad hoc in small ones. Building
and maintaining the infrastructure—the technology, applications, services, and What are the 4
staffing used to support the business—used to be the CIO’s only job. Now it is a core personas of the Next
competency, one of the four main roles the “next-gen CIO” is being asked to play, Generation CIO?
says Ray Wang, CEO and analyst, Constellation Research. The ideal CIO will play
all four roles; the less well-rounded one risks losing some of his functions to business
leaders and teams. Wang says this is starting to happen in many of his firm’s clients. 1. Chief Infrastructure Officer
2. Chief Integration Officer
These roles, or “personas” as Wang calls them, are Chief Infrastructure Officer, Chief
3. Chief Intelligence Officer
Integration Officer, Chief Intelligence Officer, and Chief Innovation Officer. Their
profiles appear in Figure 1 (“How do you spell CIO?”), along with notes on three 4. Chief Innovation Officer
dimensions of the role: How much of the total IT budget does that persona control?
Does that role require a technology or a business focus? Is it internal-facing or
external-facing? These roles move across the spectrum from an internal-facing
technology focus to an edgier position with a dual technology/business, internal/
external orientation—and from an operational to a strategic perspective.
FIGURE 1
How do you spell CIO?
Role % of Budget Purpose Focus Faces
Cost reduction; availability; maintenance of
Chief Infrastructure Officer 65-70% Technology Faces Internally
legacy systems
Bring together business processes, data, systems, Faces Internally &
Chief Integration Officer 5-10% Technology
legacy systems and newer cloud-based approaches Externally
Chief Intelligence Officer 10-15% Improve business user access to information Business Faces Internally
Understand business strategy; keep up to date with Business & Faces Internally &
Chief Innovation Officer 5-10%
disruptive technology Technology Externally
Source: 4 Personas of the Next Generation CIO (http://www.cio.com/article/671573/4_Personas_of_the_Next_Generation_CIO)
A report from the Info-Tech Research Group recommends a similar movement from
a purely technical to a combined technology and business focus. The title tells why:
“Being a Strategic Enabler Ensures the CIO Role Remains Relevant.” According to the
report, “as long as CIOs act like glorified operational managers, they will jeopardize
the strategic influence of the CIO position. There will always be a need for someone
to maintain servers and networks, but this person will not be needed at the executive
table. Today’s CIO must find the balance between business needs and technology
capabilities. This CIO needs to turn IT into an internal consultancy that will work
to leverage the technological infrastructure to build new business functionality.”i
2 A GUIDE TO CIO ADVISORY SERVICES
4. Info-Tech’s action plan for building such a consultancy contains these steps:
• Forge links between business and IT strategies and processes
• Develop indicators that link IT performance metrics to business goals
• Secure resources for innovations by identifying opportunities rather than by cutting costs
• Align IT team members with business units and leverage their capabilities by developing
training opportunities
The CIO Advisory Services model is geared to work with management as well as
IT and systems staff in implementing these action steps.
The 80/20 Rule
Becoming a “next-gen CIO” is hardest on those who started as IT administrators, were
promoted up through the IT ranks as the business grew, and have had their hands full “Customers currently
just with maintaining availability. Wang notes that most CIO’s are in their comfort zone
have an 80/20 paradox
for the first two roles—Infrastructure and Integration—but have to stretch to perform
as Chief Intelligence Officer and Chief Innovation Officer. These two roles, which – 80% is maintaining
ideally control 20% of the IT budget, increasingly go to tech-savvy business leaders. the stuff you already
have, 20% is getting
Every CIO knows the 80/20 rule, the Pareto principle, stating that 80% of the effects to innovation. This
come from 20% of the causes. The principle has many applications in business, such paradox is a main
as that 80% of your orders come from 20% of your customers. The application driver for moving to
that concerns us here is that based on Figure 1 above, 20% of the IT budget has to
the Cloud.”
produce 80% of the competitive advantages from technology.
Rick Nucci, Founder and CTO, Dell Boomi
As a practical example that companies of all sizes can relate to, consider the claims
associated with cloud computing. Rick Nucci, founder and CTO of Dell Boomi, which
markets a platform for integrating cloud and on-premises applications, says, “Cloud
[computing] is more than moving IT from the data center and scaling it into the cloud.
Customers currently have an 80/20 paradox – 80% is maintaining the stuff you already
have, 20% is getting to innovation. This paradox is a main driver for moving to the
cloud. Cloud provides the fundamentals (free trials, automatic upgrades, constant
streams of innovation, reduced CapEx expenses) to flip flop the 80/20, so IT can
deliver more innovation to their customers and focus less on maintenance.”ii
And cloud computing is not alone in promising competitive advantages from innovation.
Especially in mid-size and larger companies, various other disruptive technologies—
Bring your own device (BYOD), mobile technology, social media, Big Data—clamor
for attention. If they don’t get it from the CIO, they get it from business champions.
IBM’s “State of Marketing 2012” survey found that fully 60 percent of marketers point
to their lack of alignment with the company’s IT department as the biggest obstacle to
reaching today’s consumers across new channels including mobile devices and social
networks.iii Capgemini says that “The exploitation of Big Data fuels a step change in
the quality of business decision-making,” but the biggest obstacle to taking that step
for most organizations is finding qualified data analysts.iv
3 A GUIDE TO CIO ADVISORY SERVICES
5. Which of these disruptive technologies has the most promise? What competitive
advantage do they offer your organization? Which solutions should you select?
How can you combine technologies and what could you accomplish if you did?
How would that impact the systems environment and the bottom line? Should you
migrate some of the legacy systems to the cloud in order to free up time and money
to retrain and reallocate staff into other roles such as data analysts and application
developers? These are the kinds of questions an internal IT consultancy under the
direction of the Chief Intelligence Officer and the Chief Innovation officer would field.
If such an internal consultancy does not exist, CIO Advisory Services can fill this gap.
“From a technology perspective, it’s the best time in history to be in business as more
capabilities are available at a lower flexible price point than ever before. However,
navigating those options and turning them into business profits can lead to decision
paralysis,” says Ryan Risley, Managing Director of CIO Advisory Services, Brittenford
Systems. In addition to moving decisions along, a virtual CIO can help the whole
organization focus on the big picture—a holistic view of business objectives and the
infrastructure to support them.
See the Big Picture
For the record, let’s define IT infrastructure as cio.gov does: “IT infrastructure
consists of the equipment, systems, software, and services used in common across
an organization, regardless of mission/program/project. IT Infrastructure also
serves as the foundation upon which mission/program/project-specific systems and
capabilities are built.” Many argue—correctly, we think—that human resources are
also vital components of the infrastructure. Ryan Risley, Managing Director of CIO
Advisory Services, Brittenford Systems
Infrastructure is the glue that holds the business together, and it is your biggest IT
investment. Once built, the infrastructure provides a solid platform and enables
business agility that empowers future application choices. Choosing and configuring
the right components to build an IT infrastructure that is reliable, appropriate for
your organization, and able to grow with it is a major challenge. That is why it comes
first among “4 Reasons Why IT Matters More than Ever,” the title of a recent article
in CIO magazine.
Its author asks, “Who selects these vendors? Who comes up with the jargon necessary
to translate business requirements into technical mandates? Who sorts through the
requests for proposals?”v Even if IT is outsourced or consumed as a cloud service, these
and similar tasks remain essential. As applications move to the cloud, infrastructure
support staffers will evolve into vendor relationship managers.
4 A GUIDE TO CIO ADVISORY SERVICES
6. The rapid rate of technological change has already exceeded any company’s ability to
absorb and synthesize, and is still increasing. However, unlike most other areas of the
organization, IT has formalized and systematized practices for change management—
which is arguably the Chief Innovation Officer’s most necessary skill. It is based
on taking a holistic perspective of the network architecture, process interactions,
application capabilities and data dependencies that must come together for end-to-end
delivery of IT services. You can never change just one thing in a systems environment;
everything is interconnected. This realization gives IT practitioners respect for the
Law of Unintended Consequences.
The CIO—and any virtual CIO engaged for special needs—must be someone who
understands the big picture, but can translate it and motivate people to take next
steps. Otherwise, the inherent complexities become paralyzing.
How to Choose a Virtual CIO
We are in the middle of a paradigm shift comparable to the infiltration of personal
computing into the “glass-house” data center of the 1980s and the Internet explosion
of the 1990s. Most businesses will need help in planning and managing the transitions
ahead. What should they look for and what should they expect from the CIO
Advisory Services model?
Figure 2 (“Advisory Services Model”) offers a way to visualize the four pillars
of this model: strategy, domain expertise, mentoring, and resource augmentation.
An established CIO Advisory practice is likely to offer all four components in a
unique combination of personal strengths, platform- and industry-specific skills,
and business know-how. Your own needs determine which offering has the most
to contribute at a given time.
FIGURE 2
CIO Advisory Services Model
Strategy Domain Expertise
Act as trusted advisor, sounding board Bring specialized knowledge to bear on
or second opinion technology or business decisions
Mentoring Resource Augmentation
Help the CIO or his reports Enable IT to increase capacity in
develop strategic skills needed areas on a project basis
5 A GUIDE TO CIO ADVISORY SERVICES
7. Ideally, a virtual CIO will have working experience with multidisciplinary IT teams
and many different organizations. The project at hand may dictate whether to engage
a specialist in your vertical market or a technology expert with broad cross-industry
implementation experience. A vertical specialist is a good choice if you are looking for
business strategy as part of the advisory package. Emphasizing technical credentials is
a good idea when you need a roadmap or a second opinion.
Unlike management consultants who provide a plan then leave you to execute it, a
virtual CIO can give you strategic direction and also can execute on the strategic, tactical,
or operational level, whether alone or with special project staffing. And unlike an interim “From a technology
CTO, a virtual CIO is not a candidate for a full-time position with your company. perspective, it’s the best
They are engaged on a project basis but need to think strategically about where the
time in history to be
project fits in. From an outside perspective, a virtual CIO can often keep an organization
focused on the end business objective to be achieved, and not just the particular ap-
in business as more
plication or process that needs to be built or fixed. capabilities are available
at a lower flexible price
CIO Advisory Services, such as the sample services described below, can help the CIO point than ever before.
build alliances among stakeholders, translate between IT and the business units, However navigating
motivate and mentor effectively, and keep the big picture in focus for everybody. those options and
This holistic approach helps to integrate systems, save costs, lower risks, increase
turning them into
innovation and produce successful outcomes.
business profits can lead
to decision paralysis.”
Sample CIO Advisory Services Ryan Risley, Managing Director of CIO
Advisory Services, Brittenford Systems
The range of possible CIO Advisory Services is limited only by the buyer’s needs and
the provider’s capabilities. Here are the most popular categories.
• IT Consultation — Expert, unbiased advice on a broad variety of issues. This is tailored
to the organization’s need, size, culture, and cost preferences. It may consist of providing a
second opinion; briefing on industry best practices (e.g., for disaster recovery); building a
support structure (e.g., for mobile device support); or doing the problem analysis, plan, cost
justification and presentation to the Board, among other possibilities.
• Cloud Readiness Audits — Assessment of existing systems architecture, recommendations
on which operational, financial, and accounting processes that could be moved to the
cloud, and how to do so.
• Rescue Assessments — Highly focused, impartial review of breakdowns in systems,
applications, infrastructure and more. No finger-pointing, just a solid plan to fix the
problem and get you back on track.
• Support for IT Relocations — Experienced and thorough guidance in planning and
executing the relocation of servers, networking and other computing assets to ensure
efficiency, safety and continuity of operations.
• Mentoring — Skills assessment and development; executive coaching; linking business and
technology objectives to team performance; requirements definition for strategic staffing.
6 A GUIDE TO CIO ADVISORY SERVICES
8. CIO Advisory Services Client Profile
Company: KippsDeSanto & Company, www.kippsdesanto.com
Business: Investment bank for growth-oriented defense and technology companies
Client Perspective:
Managing Director Kevin DeSanto says, “When we started our business, we faced a
fundamental choice: should we take charge of the IT function ourselves or outsource it?
We had limited expertise as technology managers—and even less time—so our startup
IT infrastructure did not meet our needs. We found an excellent professional services
firm that listened to our needs and offered to act as our virtual CIO. The Brittenford
team has been a crucial partner in our growth by providing deep, broad, and responsive
service, ranging from trouble-shooting to provisioning to advice on best practices for
security policies and procedures.”
Key Requirements:
• Fast growth path, cost effective structure, high performance collaboration platform,
proven reliable platform
• Sample deliverables: fast and secure large file repository, centralized pipeline
management, and BYOD policy guidance
Key Challenges: Kevin DeSanto, Managing Director,
KippsDeSanto & Company
• Needed to protect their intellectual property, ensure high staff productivity, and
provide anywhere access
• Had outgrown its in-house Client/Deal Management system
Key Outcomes:
• Provided mobile device management and secure file access to enable analysts to
work remotely as needed
• Improved performance of document collaboration
• Increased visibility into deal pipeline and key client interactions via MSCRM online
7 A GUIDE TO CIO ADVISORY SERVICES
9. About Brittenford Systems
Brittenford Systems is a technology services firm that implements and supports
financial and CRM software systems including Microsoft Dynamics GP,
Dynamics SL, Dynamics CRM, and the cloud-based Intacct financial management
system. Brittenford Systems also offers CIO Advisory Services, Microsoft Dynamics
training and staffing, cloud engineering services, and application development.
For more information on Brittenford Systems, please visit www.brittenford.com,
or call 703-860-6945.
For a complimentary CIO Advisory consultation, contact Brittenford Systems above.
References
i. infotech.com
http://www.infotech.com/research/being-a-
strategic-enabler-ensures-the-cio-role-remains-
relevant
ii. forbes.com
http://www.forbes.com/sites/ciocen-
tral/2011/12/03/executive-profiles-disruptive-
tech-leaders-in-cloud-computing-rick-nucci-
dell-boomi/
iii. crmadvocate.com
http://www.crmadvocate.com/idb/41080b.
html?goback=%2Egde_4371519_mem-
ber_127814611
iv. in.capgemini.com
http://www.in.capgemini.com/insights_and_re-
sources/news/capgemini-report-shows-rising-
impact-of-big-data-on-decisionmaking/?gobac
k=%2Egde_4371519_member_128700907
v. cio.com
http://www.cio.com/article/711873/4_Rea-
sons_Why_IT_Matters_More_Than_
Ever?page=1&taxonomyId=3174
8 A GUIDE TO CIO ADVISORY SERVICES