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Friday September 30th, 2011

CIOs spend their time very differently

IBM did a study of 3,000 CIOs worldwide in order to determine the role they play within the organization and their priorities. Naturally, they are heavily involved in handling challenges related to virtualization, mobility, business intelligence, and cost control in these areas. However, there are major differences in the time they are able to spend on tasks outside of their basic duties. Some CIOs spend half their time on delivering the required ICT infrastructure. In addition, they are also expected to make the existing processes more efficient, to develop and deliver industry-specific solutions, and to generate visionary ideas. However, the latter was a task that only six percent of CIOs actually got around to doing.

Source: ‘Agenda’s CIO en CEO vertonen steeds meer overlap’, Telecom Update No. 49

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Tuesday September 27th, 2011

Exit strategy at top of agenda

It may seem strange when drawing up an outsourcing contract to start with negotiating an exit strategy, but, according to Tonny Verbraak of Vuelco, this approach leads to greater flexibility and has an influence on the content of the outsourcing terms. Negotiating and discussing the exit strategy in advance may even have an influence on the strategic decision whether or not to outsource and on the scope of the contract. This prevents a dissatisfied client from having to complete the full duration of the contract despite the fact that they would like to change service providers. The exit strategy should not be a goal in itself but a means to avoid conflict between the client and the supplier.

Source: ‘Haal exitstrategie naar voren’, Automatisering Gids Nos. 29/30

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Thursday June 9th, 2011

Mobile IT requires awareness of security needs

These days, your customers and suppliers find it self-evident for all business applications to be available via their PDA and smartphone. At the same time, no CEO in his right mind wants sensitive business information to appear on their employees’ blogs or social media postings. This acrobatic balancing act is a huge challenge for CIOs and other executives who are responsible for IT security. If you are one of them, it’s a good idea to have your internal policies in this area reviewed and updated before an incident forces you to act in haste. Be aware also that not all problems have a technological solution. Examples such as the recent WikiLeaks affair require just as much involvement from HR and the legal department too.

Source: ‘Forget WikiLeaks – Consumer devices and cloud are the clear and present danger’ CIO, March 2011

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Thursday June 9th, 2011

Turnover from mobile apps not (yet) trickling down to the operators

The increasingly popular apps for mobile phones are responsible for a growing share of mobile data traffic. Market leader Apple has 300,000 programs available and this generated them a turnover in 2010 of 6.8 billion dollars. Of this amount, roughly 70% goes to the developers; the rest stays in the hands of Apple. Google’s Android comes next, with one third of that market (100,000 apps), and the smaller players (RIM, Nokia and Microsoft) are also seeing growth in their downloads. The number of business apps is increasing proportionately. However, the operators are carrying the cost of the investment in the network without reaping substantial income from this. For this reason, they are considering overhauling their revenue model, for example through participation in content providers or through mobile phone advertising.

Source: ‘Het APP Waldolala – Wanneer gaan operators verdienen aan apps?’ Telecom Update n°46

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Thursday June 9th, 2011

Generation Z will be working in a different economy

From 2020 onwards, every new employee that enters your company will have grown up with the Internet and social media. This ‘Generation Z’ is used to being online anywhere, any time. We may already want to start asking ourselves what effect that’s going to have in the workplace. The question arises whether their media and communication behavior will differ greatly from that of ‘Generation Y’ – people who were born between 1980 and 1995. That generation is also accustomed to the Internet and mobile phones, but they can also still remember a time without them. In any case, they will have to take into account worldwide macroeconomic trends, such as globalization, shortages of talent and natural resources, and a digital network that connects everything-with-everything.

Source: ‘Digitale inboorlingen veroveren de werkvloer. De onstuitbare opkomst van generatie Z’ CIO IT in the boardroom, year 7, n°1

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Thursday June 9th, 2011

Make decisions based on a costing framework

All products and services have a price, but it is not easy to calculate the cost of the underlying IT components. That becomes even more difficult when the IT budget is managed independently in different company departments. Still, you need a good overview if you want to decide which projects should take priority. It’s worth considering a framework that helps to cost an application by classifying it according to manpower (IT staff, developers and external parties) or technology components (hardware, maintenance, network, energy, etc.). Based on a study of this type, it is possible to assess, for example, whether optimization projects such as server virtualization will effectively result in major savings.

Source: ‘IT Cost Accounting’ White paper, TATA Consultancy Services

More info?

Read the full article here.

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Thursday June 9th, 2011

Agile thinking is not limited to software development

It takes flexibility for an IT organization to quickly adapt to the needs of the business. Certainly now that these are being expanded with concepts such as cloud computing and other types of far-reaching integration with external parties. Traditional development methodologies, such as the waterfall model, are not well tailored to this situation. The authors are not promoting new hypes, but they do demonstrate the advantages for those who apply the pragmatic approach of agile projects to other services in the ICT landscape. You can successfully deploy the basic principles of ‘agility’ to other areas provided that the organization is well-networked to make the internal company know-how readily accessible and adaptable. They demonstrate this through a number of proven practical cases.

Source: ‘AGILE – Flexibiliteit ontstaat vaak door het combineren van inflexibele bouwblokken’ Automatisering Gids n°11

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