September 1, 2013
Do You Really Want As-Is?
Generally, anything "as-is" is viewed as legacy, old hat, probably not in the best condition anymore--and it's going without any implied warranties or guarantees as to it's condition.
Hence, at the local IKEA store, when I saw the "as-is" section for 50% off, I was like hey that's right, the "as-is" is good if we want a bargain, but there is usually something wrong with it, and that's why "all sales are final".
If we want "the good stuff," you don't generally go to the "as-is," but you want to buy stuff for the "to-be," the target state, that you want your place to look like or what you really want to have--and guess what--that is full price!
You can architect your enterprise, yourself, or society for the momentary as-is--but is doesn't last long, because it's outdated, shabby, worn, and maybe even missing some critical parts already.
That's why you want to architect for the future--for the to-be--with all the working parts, new and shinny, and geared to tackle the market conditions with innovation, functional strength and a design that is ready to turn heads.
You can save money staying with the as-is, but you'll be getting what you paid for and will be falling behind for another cycle--if you survive. ;-)
(Source Photo: Andy Blumenthal)
October 19, 2008
Balancing Strategy and Operations and The Total CIO
Some CIOs are all operations; they are concerned solely with the utility computing aspects of IT like keeping the desktops humming and the phones ringing. Availability and reliability are two of their key performance measurement areas. These CIOs are focused on managing the day-to-day IT operations, and given some extra budget dollars, will sooner spend them on new operational capabilities to deploy in the field today.
Other CIOs are all strategy; they are focused on setting the vision for the organization, aligned closely to the business, and communicating the way ahead. Efficiency and effectiveness are two of their key performance measurement areas. These CIOs are often set apart from the rest of the IT division (i.e. the Office of the CIO focuses on the Strategy and the IT division does the ops) and given some extra budget dollars, will likely spend them on modernization and transformation, providing capabilities for the end-user of tomorrow.
Finally, the third category of CIOs, balances both strategy and operations. They view the operations as the fundamentals that need to be provided for the business here and now. But at the same time, they recognize that the IT must evolve over time and enable future capabilities for the end-user. These CIOs, given some extra budget dollars, have to have a split personality and allocate funding between the needs of today and tomorrow.
Government Technology, Public CIO Magazine has an article by Liza Lowery Massey on “Balancing Strategy with Tactics Isn’t Easy for CIOs.”
Ms. Massey advocates for the third category, where the CIO balances strategy and operations. She compares it to “have one foot in today and one in tomorrow…making today’s decisions while considering tomorrow’s impacts.”
How much time a CIO spends on strategy versus operations, Ms. Massey says is based on the maturity of the IT operations. If ops are unreliable or not available, then the CIO goes into survival mode—focused on getting these up and running and stable. However, when IT operations are more mature and stable, then the CIO has more ability to focus on the to-be architecture of the organization.
For the Total CIO, it is indeed a delicate balance between strategy and operations. Focus on strategy to the detriment of IT operations, to the extent that mission is jeopardized, and you are toast. Spend too much time, energy, and resources on IT operations, to the extent that you jeopardize the strategy and solutions needed to address emerging business and end-user requirements, and you will lose credibility and quickly be divorced by the business.
The answer is the Total CIO must walk a fine line. Mission cannot fail today, but survivability and success of the enterprise cannot be jeopardized either. The Total CIO must walk and chew gum at the same time!
Additionally, while this concept is not completely unique to CIOs, and can be applied to all CXOs, CIOs have an added pressure on the strategy side due to the rapid pace of emerging technology and its effects on everything business.
Balancing Strategy and Operations and The Total CIO