This whitepaper sets out the 1E view of how organizations can blend the benefits of both centralized and decentralized approaches to IT management, resulting in reduced costs, greater business agility and happier, more motivated users.
Complexity Performance Management Global Corporate Citizenship 091105 Draft 1.10morelfourman
This document introduces the Gaiamap and Meshworks as tools for organizations to achieve global corporate citizenship. The Gaiamap is a strategic mapping tool that facilitates systemic scenario planning and performance management taking into account the individual, organization, and whole system. Meshworks provide a process and communications infrastructure for systemic collaboration across departments, supply chains, and stakeholders. Together, these tools help organizations strategize, govern, and manage their performance and transformation in a way that considers their role in the complex, global system.
Why the systemic risks in Enterprise Cloud Computing could cripple your busin...Livingstone Advisory
Organisations that have successfully implemented standalone cloud systems may feel that they have won the war against complex and expensive enterprise IT. That feeling may not last too long once these systems need to be integrated with other systems, cloud or otherwise. The minute you start integrating your cloud with these other systems, you have what is termed a Hybrid Cloud.
Your IT risks are now becoming systemic risks – a point not lost in the most recent KPMG 2012 Audit Institute Report which identified “IT Risk & Emerging Technologies” as the second highest concern for 2012
In this presentation, Rob Livingstone, suggests some practical approaches that CEOs, COOs and CFOs should be considering in the identification and mitigation of the pitfalls of Cloud computing in the enterprise.
Today's organizations are deeply embedded in complex ecosystems. Understanding your company's space in its ecosystem can help you anticipate market challenges and help your company thrive during change. This article, originally published by CIO.com, explains what an ecosystem is and why curing ecosystem blindness is essential for leaders today.
More: http://partneringresources.com/change-leadership-resources/
The document discusses how IT governance can help solve the problems caused by organizational "silos" by promoting collaboration between business units and IT. IT governance establishes a process that brings together business and IT experts to communicate, align goals, share risks, prioritize projects, and make joint decisions. This helps ensure IT expenditures deliver business value by overcoming the isolation of separate business units working independently without coordination.
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."
Hear from our expert panel of speakers:
Deloitte
Boral Cement
Energy Australia
Macquarie University
NSW Department of Human Services
Comcare
National eHealth Transition Authority
National Support Office,Family Court of Australia
Datarati
The ‘success trap’ of new, emerging and disruptive technologiesLivingstone Advisory
The adoption of these technologies may provide much value in the short term, however may become a liability at some point down the track. How can you and your organizations insulate yourself against the future adverse consequences of these emerging and disruptive technologies – the so called success trap?
This independent survey was commissioned by
Savvis and conducted with 550 CIOs, IT Directors,
Heads of IT and Senior IT Managers of global large
enterprises based in the USA (200), UK (100),
Germany (100), Japan (50), Hong Kong (50) and
Singapore (50), and was completed in August
2012. The research was conducted by Vanson
Bourne, a research based technology marketing
consultancy offering clients analysis and advice
based on incisive, rigorous research into their
market environment. The research used a
combination of online fieldwork methodology and
telephone interviewing. All research carried out by
Vanson Bourne adheres to the latest MRS Code
of Conduct. Demographic detailing respondent
communities includes industry sector, country
in which the respondents were based, and size
of business.
Complexity Performance Management Global Corporate Citizenship 091105 Draft 1.10morelfourman
This document introduces the Gaiamap and Meshworks as tools for organizations to achieve global corporate citizenship. The Gaiamap is a strategic mapping tool that facilitates systemic scenario planning and performance management taking into account the individual, organization, and whole system. Meshworks provide a process and communications infrastructure for systemic collaboration across departments, supply chains, and stakeholders. Together, these tools help organizations strategize, govern, and manage their performance and transformation in a way that considers their role in the complex, global system.
Why the systemic risks in Enterprise Cloud Computing could cripple your busin...Livingstone Advisory
Organisations that have successfully implemented standalone cloud systems may feel that they have won the war against complex and expensive enterprise IT. That feeling may not last too long once these systems need to be integrated with other systems, cloud or otherwise. The minute you start integrating your cloud with these other systems, you have what is termed a Hybrid Cloud.
Your IT risks are now becoming systemic risks – a point not lost in the most recent KPMG 2012 Audit Institute Report which identified “IT Risk & Emerging Technologies” as the second highest concern for 2012
In this presentation, Rob Livingstone, suggests some practical approaches that CEOs, COOs and CFOs should be considering in the identification and mitigation of the pitfalls of Cloud computing in the enterprise.
Today's organizations are deeply embedded in complex ecosystems. Understanding your company's space in its ecosystem can help you anticipate market challenges and help your company thrive during change. This article, originally published by CIO.com, explains what an ecosystem is and why curing ecosystem blindness is essential for leaders today.
More: http://partneringresources.com/change-leadership-resources/
The document discusses how IT governance can help solve the problems caused by organizational "silos" by promoting collaboration between business units and IT. IT governance establishes a process that brings together business and IT experts to communicate, align goals, share risks, prioritize projects, and make joint decisions. This helps ensure IT expenditures deliver business value by overcoming the isolation of separate business units working independently without coordination.
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."
Hear from our expert panel of speakers:
Deloitte
Boral Cement
Energy Australia
Macquarie University
NSW Department of Human Services
Comcare
National eHealth Transition Authority
National Support Office,Family Court of Australia
Datarati
The ‘success trap’ of new, emerging and disruptive technologiesLivingstone Advisory
The adoption of these technologies may provide much value in the short term, however may become a liability at some point down the track. How can you and your organizations insulate yourself against the future adverse consequences of these emerging and disruptive technologies – the so called success trap?
This independent survey was commissioned by
Savvis and conducted with 550 CIOs, IT Directors,
Heads of IT and Senior IT Managers of global large
enterprises based in the USA (200), UK (100),
Germany (100), Japan (50), Hong Kong (50) and
Singapore (50), and was completed in August
2012. The research was conducted by Vanson
Bourne, a research based technology marketing
consultancy offering clients analysis and advice
based on incisive, rigorous research into their
market environment. The research used a
combination of online fieldwork methodology and
telephone interviewing. All research carried out by
Vanson Bourne adheres to the latest MRS Code
of Conduct. Demographic detailing respondent
communities includes industry sector, country
in which the respondents were based, and size
of business.
Your Leadership Brand - The CIO as Business Strategist driving innovation. CI...Livingstone Advisory
Your Leadership Brand - The CIO as Business Strategist driving innovation
When CIOs think like business strategists, they shift from primarily managing technology projects to become highly business relevant. The ability of CIOs to successfully make this shift is key to underpinning the transformation of IT within the organisation. This transformation is critical to organisations that are looking for ways of driving innovation and entrepreneurship within the IT group, which in turn drives sustainable business value. The role of the CIO is at the core of this transformation.
In this engaging and practical session, Rob Livingstone provides valuable insights on how organisations and CIOs alike can ensure this transition is made successfully, and rapidly.
Agenda included
Surveying the broader landscape
Is enterprise innovation the Job of IT?
The Future-State CIO Model
Getting past ‘Business – IT Alignment’
Creating Influence
Your leadership brand.
Your personal Brand – as you!.
This document summarizes an article from the DITY Newsletter published by itSM Solutions LLC. The article argues that many IT organizations view "fighting fires" as a negative thing, but that they should strive to operate more like firefighters. It notes that firefighters work as a coordinated team to quickly respond to incidents and then work to prevent future incidents, unlike many IT groups that repeatedly address the same problems. The article advocates using ITIL problem management and root cause analysis practices to identify and address underlying management weaknesses that allow problems to recur, in order to stop the "insanity" of repetitive reactive work.
This document discusses the challenges posed by email, including the relentless growth in email volume and size of personal email records. It notes that email overuse is impacting user effectiveness and productivity. The constant interruptions from email cause stress and can reduce morale and health. While email is a phenomenal technology, its problems are reducing its usefulness unless users can take back control through an effective personal workflow management system. Existing email training methods have not adequately addressed the problem.
There is a new paradigm shift in technology that was powerful enough to help Barack Obama get elected as President of the United States. That paradigm shift is called social networking.
This white paper has two purposes. First, it is to help you understand the fine points about social networking. In order to do that, I will use the recent Presidential election as an example.
Second, the purpose is to help organizations understand the most effective way to implement this new technology. Some attempts have failed because they did not do a good job of defining their goals or
Half Prepared?: Business Survey on Disaster RecoveryRegus
This latest Regus survey, which interviewed over 12,000 senior business people in 85 countries, also shows that firms are more likely to have an IT disaster recovery function to help them recover operations within 24 hours than to be able to provide alternative workspace for their staff, should they be unable to access their usual work
premises due to a disaster More than half of firms, however, report that they would
invest in affordable alternative workplace recovery if the service were suitably priced.
Although larger firms are better prepared for disaster recovery (DR) than smaller
companies, 26% of larger corporates still remain without a DR facility for their IT systems, and 40% have no workspace DR facility. It is the conclusion of this study that, given the widespread availability and relative low cost of IT and workspace DR,
those organisations with none in place are potentially taking an unnecessary risk with their shareholders assets.
Ontonix is a software and services firm that develops tools to measure and manage complexity in businesses and processes. Their flagship product, OntoSpace, analyzes financial and other data to assess the complexity, structure, and risk levels of companies. They offer online services like OntoNet that generate complexity maps and ratings. OntoDyn analyzes customer data to identify those at risk of attrition. Ontonix applies concepts of complexity science across disciplines to transfer knowledge and help clients cope with turbulent times through complexity management.
The Complex Truth About the Business Technology Decision Making ProcessSAP
The document summarizes research on how influence networks affect the success of major technology purchasing decisions. The research found:
1) Successful decisions had a strong relationship between the IT Director and IT Manager roles, supported by business executives. Unsuccessful decisions lacked coordination between these roles.
2) Input from industry peers and former colleagues supported successful decisions, while heavy reliance on vendors, especially sales executives, led to mixed or unsuccessful outcomes.
3) Unbalanced involvement of IT Technical Support roles correlated with unsuccessful decisions. Defining clear decision-making roles helps ensure appropriate expertise is used.
Think Tank Open Diversity Summit - Why women matter?SpagoWorld
The presentation supported the speech by Gabriele Ruffatti, Engineering Group's Architectures and Consulting Director and founder of the SpagoWorld initiative, at the at Open World Forum, taking place in Paris on 30th September and 1st October 2010. The speech introduces the Think Tank – Open Diversity Summit on the topic "Why women matter?".
The 2.0 Adoption Council Enterprise 2.0 Black Belt Workshop: Mitigating Real or Perceived Risks by Kevin Jones & Bart Schutte @ Enterprise 2.0 Conference Boston, June 2010
Where worlds collide: Agile, Project Management, Risk and Cloud?Livingstone Advisory
The new CIO is expected to be truly agile, deliver transformational value using new technology based services and have a deep understanding of, and engagement with the business – all whilst managing and mitigating risks. In addition to this, the CIO is also expected to be a ‘business partner’ in the real sense of the word. On top of these factors, Cloud is often seen in the eyes of business as a metaphor for timely change, and a convenient ‘get out of jail’ card in their push to lower IT cost, and collapse IT project lead times.
In this context, ensuring the effective orchestration if the various ‘best practice’ methodologies and frameworks in the areas of agile application development, project management and risk management, all whilst managing the whole ‘Cloud’ discussion is not a trivial task.
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 and mobile devices within the enterprise in today’s volatile environment.
Rob Livingstone Advisory - The risks of a fractured cloud strategy within th...Livingstone Advisory
This Keynote presentation was delivered by Rob Livingstone at the Inaugural Cloud Security Alliance NSW Chapter meeting. The primary focus of my presentation was to take a business / non-IT Executive's position on the whole topic. If anyone would like more information on my other presentations, please visit http://www.navigatingthroughthecloud.com/
1) While business intelligence tools provide data for human decision makers, advanced analytics now allow systems to actively interpret data and make decisions without human input.
2) Capturing organizational decision making processes through technologies like KEEL allows decisions to be automated, removing human biases and explaining decisions through influence diagrams.
3) Adopting such technologies now will help organizations continuously improve decision making and stay ahead of competitors, while failing to do so risks falling behind as customers demand the best, most cost-effective products and services.
Presentation at the ACS Youth in IT Conference (Asia-Pacific).
Career resilience is the name of the game. Why career resilience is key to surviving profound technology change in our globalized world.
Rob also launched his book Direction through Disruption - A guide to career resilience during rapid technology and workplace change .
Managed services the road to operational efficiencycaidadao
The document discusses managed services and operational efficiency in the communications industry. It notes that average revenue per user is expected to decline significantly by 2014 as new competitors disrupt traditional business models. As a result, communications service providers will need to radically change their structures and strategies. The document suggests that few large operators will continue to offer all services end-to-end in the future, and will likely provide just two core functions like running networks or acting as an aggregated services provider. It also discusses how managed services need to evolve from being tactical tools to integral parts of company strategies. Current organizational structures and a lack of strategic thinking are inhibiting this transition for many providers.
The world of computing is moving to the cloud —shared infrastructure, shared systems, instant provisioning, and pay-as-you-go services. And users can enjoy anytime, anywhere access to services and their data, on any device. But are we secure within the new cloud environments? Are information assets adequately protected as they move around in the cloud? The answer to both is yes— as long as your underlying security architecture has been designed for the cloud. In this session, Rob Livingstone will examine key security considerations surrounding the convergence of hybrid clouds, mobile devices and BYOD, and provide practical guidance on how to identify, mitigate and the key technical and systemic risks in your Cloud journey.
This document discusses ICT-enabled organisations and a model for change management. Some key points:
1. Many planned change interventions in the 1990s using approaches like BPR and ERP failed to achieve objectives or realize benefits, incurring high costs. This was often due to a linear view of change that ignored the emergent nature of change.
2. Interviews with consultants found that client ignorance of IT, vendor indifference to client needs, and consultants focusing on technical skills rather than strategic understanding contributed to IT project failures.
3. Two case studies showed how ICT could enable successful change: a bank used BPR and a web strategy to enter new markets profitably, though later struggled; an
The document discusses the relationship between ITIL processes and IT/business alignment. It summarizes previous research showing a positive correlation between alignment and competitive advantage. The author conducted research analyzing the correlation between maturity levels of 10 ITIL processes and 6 dimensions of strategic alignment. Key findings showed several ITIL processes correlated with higher maturity in certain alignment dimensions, such as financial management correlating with business value and governance maturity. However, the research did not find all ITIL processes influence all dimensions of alignment.
The document discusses how user empowerment is gaining ground in forward-thinking organizations. It argues that giving users control over their own hardware and software choices can drive down costs, increase productivity, and improve user satisfaction. The document presents examples of companies like Google, UNUM, BP, and Syngenta that are allowing users to select their own devices and applications, which has resulted in significant cost savings, higher efficiency, and better support of a distributed workforce. The key idea is that empowering users to make their own choices within set guidelines can benefit both the users and the organization.
This document discusses frameworks for establishing good IT governance. It begins by defining IT governance as the process for making decisions about IT investments. It emphasizes that IT governance is important to ensure investments are optimized and aligned with business strategy.
It then examines several existing frameworks that can be used as a starting point, including COBIT, ITIL, and ISO 17799. COBIT focuses on control objectives for IT and groups them into domains like planning, acquisition, and monitoring. ITIL provides best practices for IT service management. ISO 17799 establishes standards for information security management.
The document stresses that a good IT governance framework requires addressing structures, processes, and communication to define who makes decisions, how investments are approved and
State if you agree or disagree with the statement made and whyLes.pdfSALES97
State if you agree or disagree with the statement made and why?
Lesson #1 - Discussion Forum – Linkage between Public Administration and Information
Technology
The article “Computing and Public Organizations” by Kraemer and King is an interesting look
back at the prevailing questions and concerns thirty years ago about the potential impact of the
use of computers in public organizations. The main point of the authors\' discussion is whether a
wide-spread organizational use of computers would affect the centralized or decentralized nature
of an organization. While the authors conclude that any move, either way, would involve more
factors than just the use of computers, they do seem to come down on the side of computer use
increasing the centralization of organizational decision making. When considering the impact of
computer use on the centralization of decision making in public organizations as it stands today,
thirty years after the article was written, it is still difficult to make a definitive statement on
whether organizations have become more or less centralized due to the use of information
technology. In some cases, data gathering both with and without IT is so decentralized
throughout an agency that a desired level of centralization is never achieved. A case in point is
the Veterans Administration, where data from field offices were either inefficiently or never sent
to regional offices that could make service-related decisions, an outcome of decentralization that
had very negative consequences for the veterans that are supposed to be the focus of the agency.
Other government agencies also suffer from having so many points of entry to a centralized
system that the public is uncertain how to access the information they need. An example would
be the military’s health insurance program, which has three or four portals that each accomplish
a different task within the overall program.
A strong and well-organized linkage between public agencies and information technology is
a deciding factor in how beneficial the use of technology is to public organizations.
Solution
I disagree with the fact the IT helps in the centralization of decision making as well as with the
point that it is difficult to determine whether IT helps in decentralization or centralization. I
believe IT has helped in the decentralization of decision making especially in public
administration. The banking sector is a very good example.
Centralization is where the distance- between where the problems arise and where the solution is
decided- is greater. In decentralization, this distance is smaller and decisions are solved closer to
the place where the problems arise.
Decision making depends upon many factors- like access to information, knowledge, experience,
skills, abilities, talent etc. With the inflow of technology into the hands of everyone, data
collection, gathering, assortment and analysis has become easier. Data is converted into
meaningful information and then into.
Your Leadership Brand - The CIO as Business Strategist driving innovation. CI...Livingstone Advisory
Your Leadership Brand - The CIO as Business Strategist driving innovation
When CIOs think like business strategists, they shift from primarily managing technology projects to become highly business relevant. The ability of CIOs to successfully make this shift is key to underpinning the transformation of IT within the organisation. This transformation is critical to organisations that are looking for ways of driving innovation and entrepreneurship within the IT group, which in turn drives sustainable business value. The role of the CIO is at the core of this transformation.
In this engaging and practical session, Rob Livingstone provides valuable insights on how organisations and CIOs alike can ensure this transition is made successfully, and rapidly.
Agenda included
Surveying the broader landscape
Is enterprise innovation the Job of IT?
The Future-State CIO Model
Getting past ‘Business – IT Alignment’
Creating Influence
Your leadership brand.
Your personal Brand – as you!.
This document summarizes an article from the DITY Newsletter published by itSM Solutions LLC. The article argues that many IT organizations view "fighting fires" as a negative thing, but that they should strive to operate more like firefighters. It notes that firefighters work as a coordinated team to quickly respond to incidents and then work to prevent future incidents, unlike many IT groups that repeatedly address the same problems. The article advocates using ITIL problem management and root cause analysis practices to identify and address underlying management weaknesses that allow problems to recur, in order to stop the "insanity" of repetitive reactive work.
This document discusses the challenges posed by email, including the relentless growth in email volume and size of personal email records. It notes that email overuse is impacting user effectiveness and productivity. The constant interruptions from email cause stress and can reduce morale and health. While email is a phenomenal technology, its problems are reducing its usefulness unless users can take back control through an effective personal workflow management system. Existing email training methods have not adequately addressed the problem.
There is a new paradigm shift in technology that was powerful enough to help Barack Obama get elected as President of the United States. That paradigm shift is called social networking.
This white paper has two purposes. First, it is to help you understand the fine points about social networking. In order to do that, I will use the recent Presidential election as an example.
Second, the purpose is to help organizations understand the most effective way to implement this new technology. Some attempts have failed because they did not do a good job of defining their goals or
Half Prepared?: Business Survey on Disaster RecoveryRegus
This latest Regus survey, which interviewed over 12,000 senior business people in 85 countries, also shows that firms are more likely to have an IT disaster recovery function to help them recover operations within 24 hours than to be able to provide alternative workspace for their staff, should they be unable to access their usual work
premises due to a disaster More than half of firms, however, report that they would
invest in affordable alternative workplace recovery if the service were suitably priced.
Although larger firms are better prepared for disaster recovery (DR) than smaller
companies, 26% of larger corporates still remain without a DR facility for their IT systems, and 40% have no workspace DR facility. It is the conclusion of this study that, given the widespread availability and relative low cost of IT and workspace DR,
those organisations with none in place are potentially taking an unnecessary risk with their shareholders assets.
Ontonix is a software and services firm that develops tools to measure and manage complexity in businesses and processes. Their flagship product, OntoSpace, analyzes financial and other data to assess the complexity, structure, and risk levels of companies. They offer online services like OntoNet that generate complexity maps and ratings. OntoDyn analyzes customer data to identify those at risk of attrition. Ontonix applies concepts of complexity science across disciplines to transfer knowledge and help clients cope with turbulent times through complexity management.
The Complex Truth About the Business Technology Decision Making ProcessSAP
The document summarizes research on how influence networks affect the success of major technology purchasing decisions. The research found:
1) Successful decisions had a strong relationship between the IT Director and IT Manager roles, supported by business executives. Unsuccessful decisions lacked coordination between these roles.
2) Input from industry peers and former colleagues supported successful decisions, while heavy reliance on vendors, especially sales executives, led to mixed or unsuccessful outcomes.
3) Unbalanced involvement of IT Technical Support roles correlated with unsuccessful decisions. Defining clear decision-making roles helps ensure appropriate expertise is used.
Think Tank Open Diversity Summit - Why women matter?SpagoWorld
The presentation supported the speech by Gabriele Ruffatti, Engineering Group's Architectures and Consulting Director and founder of the SpagoWorld initiative, at the at Open World Forum, taking place in Paris on 30th September and 1st October 2010. The speech introduces the Think Tank – Open Diversity Summit on the topic "Why women matter?".
The 2.0 Adoption Council Enterprise 2.0 Black Belt Workshop: Mitigating Real or Perceived Risks by Kevin Jones & Bart Schutte @ Enterprise 2.0 Conference Boston, June 2010
Where worlds collide: Agile, Project Management, Risk and Cloud?Livingstone Advisory
The new CIO is expected to be truly agile, deliver transformational value using new technology based services and have a deep understanding of, and engagement with the business – all whilst managing and mitigating risks. In addition to this, the CIO is also expected to be a ‘business partner’ in the real sense of the word. On top of these factors, Cloud is often seen in the eyes of business as a metaphor for timely change, and a convenient ‘get out of jail’ card in their push to lower IT cost, and collapse IT project lead times.
In this context, ensuring the effective orchestration if the various ‘best practice’ methodologies and frameworks in the areas of agile application development, project management and risk management, all whilst managing the whole ‘Cloud’ discussion is not a trivial task.
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 and mobile devices within the enterprise in today’s volatile environment.
Rob Livingstone Advisory - The risks of a fractured cloud strategy within th...Livingstone Advisory
This Keynote presentation was delivered by Rob Livingstone at the Inaugural Cloud Security Alliance NSW Chapter meeting. The primary focus of my presentation was to take a business / non-IT Executive's position on the whole topic. If anyone would like more information on my other presentations, please visit http://www.navigatingthroughthecloud.com/
1) While business intelligence tools provide data for human decision makers, advanced analytics now allow systems to actively interpret data and make decisions without human input.
2) Capturing organizational decision making processes through technologies like KEEL allows decisions to be automated, removing human biases and explaining decisions through influence diagrams.
3) Adopting such technologies now will help organizations continuously improve decision making and stay ahead of competitors, while failing to do so risks falling behind as customers demand the best, most cost-effective products and services.
Presentation at the ACS Youth in IT Conference (Asia-Pacific).
Career resilience is the name of the game. Why career resilience is key to surviving profound technology change in our globalized world.
Rob also launched his book Direction through Disruption - A guide to career resilience during rapid technology and workplace change .
Managed services the road to operational efficiencycaidadao
The document discusses managed services and operational efficiency in the communications industry. It notes that average revenue per user is expected to decline significantly by 2014 as new competitors disrupt traditional business models. As a result, communications service providers will need to radically change their structures and strategies. The document suggests that few large operators will continue to offer all services end-to-end in the future, and will likely provide just two core functions like running networks or acting as an aggregated services provider. It also discusses how managed services need to evolve from being tactical tools to integral parts of company strategies. Current organizational structures and a lack of strategic thinking are inhibiting this transition for many providers.
The world of computing is moving to the cloud —shared infrastructure, shared systems, instant provisioning, and pay-as-you-go services. And users can enjoy anytime, anywhere access to services and their data, on any device. But are we secure within the new cloud environments? Are information assets adequately protected as they move around in the cloud? The answer to both is yes— as long as your underlying security architecture has been designed for the cloud. In this session, Rob Livingstone will examine key security considerations surrounding the convergence of hybrid clouds, mobile devices and BYOD, and provide practical guidance on how to identify, mitigate and the key technical and systemic risks in your Cloud journey.
This document discusses ICT-enabled organisations and a model for change management. Some key points:
1. Many planned change interventions in the 1990s using approaches like BPR and ERP failed to achieve objectives or realize benefits, incurring high costs. This was often due to a linear view of change that ignored the emergent nature of change.
2. Interviews with consultants found that client ignorance of IT, vendor indifference to client needs, and consultants focusing on technical skills rather than strategic understanding contributed to IT project failures.
3. Two case studies showed how ICT could enable successful change: a bank used BPR and a web strategy to enter new markets profitably, though later struggled; an
The document discusses the relationship between ITIL processes and IT/business alignment. It summarizes previous research showing a positive correlation between alignment and competitive advantage. The author conducted research analyzing the correlation between maturity levels of 10 ITIL processes and 6 dimensions of strategic alignment. Key findings showed several ITIL processes correlated with higher maturity in certain alignment dimensions, such as financial management correlating with business value and governance maturity. However, the research did not find all ITIL processes influence all dimensions of alignment.
The document discusses how user empowerment is gaining ground in forward-thinking organizations. It argues that giving users control over their own hardware and software choices can drive down costs, increase productivity, and improve user satisfaction. The document presents examples of companies like Google, UNUM, BP, and Syngenta that are allowing users to select their own devices and applications, which has resulted in significant cost savings, higher efficiency, and better support of a distributed workforce. The key idea is that empowering users to make their own choices within set guidelines can benefit both the users and the organization.
This document discusses frameworks for establishing good IT governance. It begins by defining IT governance as the process for making decisions about IT investments. It emphasizes that IT governance is important to ensure investments are optimized and aligned with business strategy.
It then examines several existing frameworks that can be used as a starting point, including COBIT, ITIL, and ISO 17799. COBIT focuses on control objectives for IT and groups them into domains like planning, acquisition, and monitoring. ITIL provides best practices for IT service management. ISO 17799 establishes standards for information security management.
The document stresses that a good IT governance framework requires addressing structures, processes, and communication to define who makes decisions, how investments are approved and
State if you agree or disagree with the statement made and whyLes.pdfSALES97
State if you agree or disagree with the statement made and why?
Lesson #1 - Discussion Forum – Linkage between Public Administration and Information
Technology
The article “Computing and Public Organizations” by Kraemer and King is an interesting look
back at the prevailing questions and concerns thirty years ago about the potential impact of the
use of computers in public organizations. The main point of the authors\' discussion is whether a
wide-spread organizational use of computers would affect the centralized or decentralized nature
of an organization. While the authors conclude that any move, either way, would involve more
factors than just the use of computers, they do seem to come down on the side of computer use
increasing the centralization of organizational decision making. When considering the impact of
computer use on the centralization of decision making in public organizations as it stands today,
thirty years after the article was written, it is still difficult to make a definitive statement on
whether organizations have become more or less centralized due to the use of information
technology. In some cases, data gathering both with and without IT is so decentralized
throughout an agency that a desired level of centralization is never achieved. A case in point is
the Veterans Administration, where data from field offices were either inefficiently or never sent
to regional offices that could make service-related decisions, an outcome of decentralization that
had very negative consequences for the veterans that are supposed to be the focus of the agency.
Other government agencies also suffer from having so many points of entry to a centralized
system that the public is uncertain how to access the information they need. An example would
be the military’s health insurance program, which has three or four portals that each accomplish
a different task within the overall program.
A strong and well-organized linkage between public agencies and information technology is
a deciding factor in how beneficial the use of technology is to public organizations.
Solution
I disagree with the fact the IT helps in the centralization of decision making as well as with the
point that it is difficult to determine whether IT helps in decentralization or centralization. I
believe IT has helped in the decentralization of decision making especially in public
administration. The banking sector is a very good example.
Centralization is where the distance- between where the problems arise and where the solution is
decided- is greater. In decentralization, this distance is smaller and decisions are solved closer to
the place where the problems arise.
Decision making depends upon many factors- like access to information, knowledge, experience,
skills, abilities, talent etc. With the inflow of technology into the hands of everyone, data
collection, gathering, assortment and analysis has become easier. Data is converted into
meaningful information and then into.
The document discusses how IT organizations are changing and the factors affecting them. It covers trends like increased use of cloud computing, virtualization, mobility and social networking. Organization structures are shifting from centralized to more decentralized models. Future workforce demographics will be more global and virtual. The role of the CIO is emerging as a business leader who provides strategic vision while managing IT operations and costs.
Accounting Information Systems Australasian 1st Edition Romney Solutions Manualxexunidop
Full download : https://alibabadownload.com/product/accounting-information-systems-australasian-1st-edition-romney-solutions-manual/
Accounting Information Systems Australasian 1st Edition Romney Solutions Manual
The Relationship Between It And Hrm PracticesSusan Tullis
The document discusses the relationship between information technology (IT) and human resource management (HRM) practices in organizations. IT contributes to an organization's HRM infrastructure and impacts functions like job duties, work allocation, and culture. Key HRM functions like administrative effectiveness and operational efficiency are directly influenced by a company's IT innovation and technology efforts. The paper addresses how the use of IT can enhance a company's HRM and plays a vital role in corporate strategy and competitive positioning.
The document discusses the problem of silos developing within IT departments as business teams interact autonomously with dedicated IT teams. This leads to a lack of communication and knowledge sharing between IT teams. The proposed solution is to establish a central knowledge base containing a "single version of the truth" about the organization's IT systems. In addition to the knowledge base, activities are needed to maintain communication between silos and share knowledge, leading to the emergence of the role of enterprise architect. Their role is to act as specialists in creating and maintaining bridges between silos by gathering, curating, and disseminating knowledge.
This document summarizes an Economist Intelligence Unit report on IT operating models. It discusses the benefits and drawbacks of centralized and decentralized IT operating models. Many companies are adopting hybrid models that aim to balance centralized control with decentralized innovation and responsiveness. The optimal model depends on a company's structure, priorities, growth strategy, and industry. Flexibility is important, as companies' needs may change over time. The key is aligning IT with business goals and ensuring IT can effectively support the company's objectives.
A dual management operating system to improve digitalisation and automation o...Hendrik Lourens
It is possible to remove the cultural obstacles in trying to achieve success in Digitalisation, Internet of Things
and automation while improving productivity, employee engagement and managing the risks inherent in
change. We need to create a change platform to do this, not launch another change program. By changing
management paradigms, effort can be focussed where it will deliver outsized returns, and bottom-up
improvement becomes possible. This creates the stability from where implementations can be properly
sequenced and involve internal champions who buy into the change.
Information technology (IT) is dramatically changing the business la.pdfakshay1213
Information technology (IT) is dramatically changing the business landscape. Although
organization cultures and business strategies shape the use of IT in organizations, more often the
influence is stronger the other way round. IT significantly affects strategic options and creates
opportunities and issues that managers need to address in many aspects of their business.
Business strategy - collapsing time and distance, enabling electronic commerce
There is also the outline of an executive presentation, that has been used to increase awareness of
these issues.
Business Strategy
IT creates new opportunities for innovation in products and services. Services which used to be
delivered in person can now be delivered over networks. Among the key levers are:
Organization Culture
Newer types of IT such as electronic mail and groupware are creating significant changes in the
way that information flows around group ware, and between them and their customers and
suppliers. It can hasten the development of more open and innovative cultures. However, as
experts like Davenport warns, and surveys from companies like Reuters confirm, the notion that
\"information is power\" still reigns large in many orggroup warelso, our experience shows that
many new systems fail to become accepted by their users, because the systems developers have
not been culturally sensitive to the department or group ware, in which the new systems are to be
used.
Organization Structures
For many years it has been argued that IT will enable larger spans of control and the flattening
of group ware. This has at last happened, but due as much to initiatives like BPR (business
process reengineering) and the drive to cut costs. Research on whether IT encourages
cencentralization decdecentralizations produced ambivalent results. Many companies have
cencentralizedckroom operations (for efficiency) while at the same time decdecentralizingher
activities. It now seems clear that IT enables a greater variety of structures. In particular it
enables more flexible and fluid structures - networked structures, dispersed team and teams that
come and go as needs change (as in the virtual corporation).
Management Processes
IT is rapidly entering the era where it supports unstructured management processes as well as
highly routinized business processes (see I3 UPDATE No. 4). It provides more effective ways of
accessing information from multiple sources, including use of external information on databases
and the Internet. However, group decision support systems that operate in a meeting room
environment can help enhance decision making, but it does need someone who is an expert
facilitator to help the group master the technique of structured discussion.
Work
IT is dramatically changing the nature of professional work. There are few offices where
professional do not make use of personal computers, and in many jobs involving extensive
information and knowledge based work, the use of the computer is often a c.
Information systems involve organizational, management, and technology dimensions. Computer specialists understand technology but may lack business knowledge, so they should work as part of an interdisciplinary team. Information systems are essential in business today due to trends like globalization, the rise of knowledge economies, the transformation of business models, and the emergence of digital firms. An information system includes interrelated components for collecting, processing, storing, and sharing information to support decision making. It differs from a computer or program, which are technological components of an information system. Data becomes useful information after being processed into meaningful form.
Enterprise Architecture in the Boardroom with Dragon1Dragon1 Inc.
The document discusses using visualizations like an A0-sized Enterprise Architecture Blueprint to provide overviews of an organization's key processes, IT systems, and their interdependencies. It describes representing a company using Dragon1's five layers: 1) Markets and customers 2) Governance 3) Business 4) Information systems and 5) IT Infrastructure. Visualizing how these layers interact allows decision-makers to understand impacts of changes, identify redundant systems, and make strategic decisions to optimize resources and performance.
The brain new world - insights for organisations and strategyThe BrainLink Group
The document discusses using the human brain as an analogy to understand modern organizations operating in complex environments. It provides five key insights: 1) Limiting a reductionist approach and recognizing organizations as integrated wholes, 2) Understanding that organizations naturally resist change, 3) Appreciating the powerful non-conscious impact of organizational culture, 4) Valuing pausing before responding to allow new insights, and 5) Protecting self-regulation processes during periods of pressure. Viewing organizations through the lens of the brain provides a new way to develop strategy in today's uncertain world.
Where does IT value come from? IT is not money. IT is a tool. To understand the value of a tool, what must be shown is how its use makes a difference. The question of "value" is about what difference is important and how that difference is made. If that's not what you're managing, then you're not managing value.
The white paper discusses five principles for designing global IT infrastructure to support distributed enterprises:
1) Distance doesn't matter - employees expect to collaborate in real-time regardless of location.
2) Applications and data must be available everywhere through consolidation but also decentralized access.
3) Knowledge and data must be easily shared and managed across the enterprise.
4) Business operations must be continuous and resilient to failures or disruptions.
5) All employees, regardless of location, require equal access to applications and resources.
WAN optimization solutions are described as the means to tie together distributed infrastructure by providing LAN-like application performance anywhere through acceleration and scaling capabilities for mobile users, branch offices,
Ethics Case Study Review_JKostak_APA_StyleJohn Kostak
This document provides a summary and analysis of ethics issues arising in modern networked businesses. It discusses how the integration of corporate, social, and community networks blurs traditional information boundaries and policies. Key points addressed include:
- New stakeholders and dynamic engagement models require updated communications strategies.
- Ethics and governance issues become interwoven across functions as lines are blurred.
- Network security vulnerabilities increase with virtual networks, requiring updated privacy and security policies.
- There must be a balancing of customer privacy, security needs, and transparency demands with business interests.
- A new "Virtual Enterprise Ethics Engagement Model" is proposed to define and manage ethics in integrated virtual networks.
Cloud Computing Adoption for SMEs Challenges, Barriers and OuWilheminaRossi174
Cloud Computing Adoption for SMEs: Challenges, Barriers and Outcomes by Mojtaba Akbari
from [email protected] is available under a Creative Commons Attribution-NonCommercial-
ShareAlike 3.0 Unported license. UMGC has modified this work and it is available under the
original license.
19
3 MIGRATION OF SMES TO CLOUD
3.1 Introduction
Information Technology has become a crucially important part of the today’s business
world impacting almost all industries and sectors. Small and Medium Enterprises
(SMEs) on the other hand are considered as a vital element of the global economy.
Due to the specific requirements and characteristics of smaller organizations (such as
number of employees and budget) compared to larger corporates, the attitude of the
SMEs towards new IT technologies are normally more conservative than that of their
bigger counterparts. This chapter provides a definition of an SME, and describes the
characteristics that distinguish them from large enterprises. Then existing research
studies addressing the factors that influence adoption of new IT technologies by SMEs
are reviewed. Subsequently, the chapter focuses on cloud technology, and reviews
existing research studies that have been specifically discussing adaptation of cloud
computing by SMEs.
3.2 Definition of Sm all and Medium E nterprises
Small and Medium Enterprise (SME), also known as Small and Medium Business
(SMB), is a term used to describe companies with the number of employees below a
certain threshold. While the term ‘SME’ is more common within the European Union
and is used by major international organizations, such as, the United Nations (UN) and
the World Bank, SMB is more frequently used in United States (Georgios et al., 2001).
Until very recently, the definition of SME was different amongst various European
countries. For example, in Germany any company with a total headcount of less than
255 people was considered as an SME while this limit was 100 in Belgium or Greece
for example (Georgios et al., 2001). In 2011, the European Commission decided to
adopt a unified definition for SMEs. Within this perspective, SMEs are classified to
three categories of 1) micro-entities that are companies with less than 10 employees,
2) small companies with up to 50 headcounts and finally 3) medium-sized companies
are considered those which less than 250 permanent employees. From the financial
perspective, an SME can be defined as an enterprise with the revenue of €10-50
million. The definition is not very straightforward in US as it depends on different
criteria, such as, the industry, ownership structure and revenue.
20
3.3 Characteristics of SMEs
The traditional view of SMEs was that they are in fact the same as the bigger
companies with only difference in size. However, it is currently a well-known fact that
the very size constraints of the SMEs make them distinct from their larger
counterpa ...
Information technology plays a key role in organizational behavior by enabling information capture, storage, manipulation, and distribution. It affects organizational culture, structures, management processes, work, and the workplace. Specifically, IT allows for more open information sharing, flatter structures, improved decision making, changing work nature, and flexible work arrangements. Its impact depends on factors like new products/services, costs, adoption timelines, risks, demand expectations, and technical limitations. Overall, IT improves quality, differentiation, efficiency, and global operations while reducing costs through automation. It provides a competitive advantage and is increasingly important due to competition, globalization, organizational changes, and advancing technology.
This document discusses the importance of IT planning and governance for CIOs. It notes that without proper planning and governance structures in place, CIOs find themselves constantly fighting fires and dealing with daily crises instead of focusing on long-term strategic goals. The document advocates for CIOs to implement structured planning and governance processes that involve stakeholders from across the organization. This allows for consistent, aligned decision making and helps CIOs adapt to changing business needs and market conditions. When done effectively, planning and governance can reduce stress on CIOs and help ensure the long-term success and competitiveness of the organization.
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BranchCache is a new feature available in Windows Server 2008 R2 and Windows 7 that reduces WAN bandwidth usage. It improves application responsiveness when workstations in a remote location access content from the head office or datacenter. It does this by downloading and caching content on the local network as it is requested, making it immediately available to other clients that subsequently request the same content.
This paper examines the BranchCache functionality specifically in the context of software distribution using System Center Configuration Manager 2007 to determine if it is an optimal solution for the deployment of software, patches and operating systems to remote, serverless branches.
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STOPPING THE YO-YO WHY CENTRALIZED DECENTRALIZATION IS THE KEY TO CUTTING COSTS AND BUILDING A MORE EFFICIENT AND FLEXIBLE BUSINESS
1. STOPPING THE YO-YO
WHY CENTRALIZED DECENTRALIZATION IS THE KEY TO CUTTING COSTS AND BUILDING A
MORE EFFICIENT AND FLEXIBLE BUSINESS
RICHARD CUDD
MARTIN ANDERSON
1E
AUGUST 2010
ABSTRACT: This whitepaper sets out the 1E view of how organizations can blend the benefits of both centralized and
decentralized approaches to IT management, resulting in reduced costs, greater business agility and happier,
more motivated users.
All rights reserved. No part of this document shall be reproduced, stored in a retrieval system, or transmitted by any means, electronic,
mechanical, photocopying, recording, or otherwise, without permission from 1E. No patent liability is assumed with respect to the use of the
information contained herein. Although every precaution has been taken in the preparation of this document, 1E and the authors assume no
responsibility for errors or omissions. Neither is liability assumed for damages resulting from the information contained her ein. The 1E name is a
registered trademark of 1E in the UK, US and EC. The 1E logo is a registered trademark of 1E in the UK, EC and under the Madrid protocol.
NightWatchman is a registered trademark in the US and EU.