What kills me is that the reason why I have to study things that devour time is because it's useful to know what devours people's time from a business perspective. It's kind of like being an alchemist and testing your potions on yourself first.
@Nicole, thanks! @Mary -- it is, especially since I've developed a serious case of ADD since doing social media marketing. There's so much data flowing in, so much of it is important, and just so much time available.
@Mary -- I know I have. I started in pure I.T. but I've found my true calling is in using I.T. for business. It's still an uphill battle to get people to listen, so I've found I have to rely more and more on my marketing skills to sell an idea while still having to keep up to date on I.T. so we are aware of threats and opportunities. It's exhausting!
More seriously, what we have is a hangover from tradition. Marketing has always been central to an enterprise. Legal and regulatory has been unavoidable for years. But IT has historically been something more like Facilities. Office management, factory maintenance. The transition into being a vital part of business planning is not going to be painless. I mean, the factory guy isn't at the C-level.
Well, IT needs to communicate to the CEO that security is a priority. The CEO needs to see that he or she must decide to set policies that support that. The CEO must enlist IT in question and answer discussions to find out what policies need to be put in place.
don't know why it has to be an either or kind of deal. IT would benefit from learning to speak the language of ROI while the C-suite would learn about networks and the need for infrastructure investment, allowing more effective decision making. The line between geeks and business is not a productive one
I think it's mostly a mindset. People learn what they're interested in. So we need to learn how to teach business in a way that makes it interesting to I.T., and I.T. in a way that's interesting to people focused on business.
And I agree Mary -- the CEO should be prepared to learn whatever is needed to make the business succeed.
And some geeks don't understand that they can't change society. Not everyone has the time, energy or interest to be as educated in I.T. as they are. So yes, that makes them vulnerable to hackers... but that's like saying that we all need to know martial arts because otherwise we're vulnerable to being attacked on the street by those who know how to fight.
The other part of the problem is that not enough geeks can speak business. And it's also a required skill-set, because you get less problems when the people who do the work understand the purpose. I see some geeks who complain about the way things are done because the users don't understand enough I.T. -- but that is THEIR problem because from a business perspective it will cost too much to school everyone enough to use more complicated software.
Right, Kim. IT is becoming increasingly important and it's perilous for CEOs to maintain a hands-off/what-do-I-know approach. But the IT team needs to be competent enough to not rely on the CEO's quick understanding of IT and security for direction.
Or even better, "You know those stories about Anonymous? They could break into our database easily and if the data gets out we're facing a 4 million dollar lawsuit, about 6 months worth of PR work to help repair the damage, and an extra million to get the security upgraded fast. Here are the options to address it..."
Let's use a really simple example of say... problems with privacy with the data stored. Saying "We have too much personal information that could identify people and it's not very secure" doesn't get people's attention.
Saying "We're risking a 4 million dollar lawsuit if anyone hacks through our poorly guarded back door" does.
I've worked in a litigation environment heavily dependent on IT (in fact more than one, here and in the UK). In my experience, IT reports to attorneys, attorneys then report to partners. IT rarely gets a seat in the meeting with the partner. Of course, this is a professional rather than commercial environment and more hidebound by tradition.
Chung realized that he needed to direct IT's activities. That they couldn't make the necessary decisions without him setting the policies. In some organizations, the CIO would set the policies, of course.
@Mary, I kind of see it from both angles, then. I do think the CEO should be on top of what's going on in IT, but my question is why their IT department would be making decisions and mistakes like that.
"IT has a responsibility to create efficiencies throughout the company, better leverage a company's investments in technology and business assets, and improve profitability by reducing costs. The CIO needs to create a working environment — and a working attitude — that encourages all employees to make good business decisions around IT investments."
@Nicole: Chung didn't blame IT. He blamed himself for not realizing that what they were doing at his behest -- creating too many applications, sacrificing security for response time, etc., was hindering IT's ability to secure the company's Web presence.
I guess, as a CEO, depending on the size of the enterprise, I'd be willing to set goals for the CIO in terms of setting security standards and policies; and I'd want to know about progress and systems for ongoing monitoring. I wouldn't (I hope) have time to review the policies line-by-line.
My guess is that IT would be welcome at the C-level if it can speak the same language as the other executives and if it is fully engaged with the enterprise's broad strategy. Everyone has a contribution to make to this.
This is something I've witnessed over the years. Highly competent IT professionals you'd never let into a meeting with clients, and highly presentable IT professionals you wouldn't trust to fix your PC.
It's clear that a CEO needs to have enough broadstroke familiarity with the issues that s/he can audit whether the CIO is addressing them. Few CEOs, unless they have an IT background, are going to want to sit on a committee drafting IT policies.
He says he realized that IT security requires policies that only the CEO can establish. For example, policies are the development of Web apps -- sometimes too many apps leave too many doors open to hackers.
Anyway, Ted Chung's firm wound up sending $100K to the hackers, and the money helped law enforcement track one group in S. Korea; but a second group involved was in the Philippines and outside the jurisdiction of S. Korea law enforcement officers.
Big-data and analytics tools enable marketers to understand customers as individuals, identifying unmet needs and addressing each customer as a "segment of one," says John Kennedy, VP corporate marketing, IBM.
The whole Amazon.reader debate is a double-stupid. It's stupid to think that there's any e-book buyer who doesn't know Amazon's URL, and it was stupider to let ICANN launch the whole free-form TLD initiative to start with.
Enterprises would like to move to cloud computing but are hesitant because they are concerned about providers’ ability to secure company data. Here are some tips that help to ensure that if breaches occur, the business is not left holding the bag.
Edmunds separates customers into segments based on the info it collects on its site and from partners, and uses that to push out custom content, said Brian Baron, director of business analytics for Edmunds.com, at Predictive Analytics Innovation Summit.
Expert Integrated Systems: Changing the Experience & Economics of IT In this e-book, we take an in-depth look at these expert integrated systems -- what they are, how they work, and how they have the potential to help CIOs achieve dramatic savings while restoring IT's role as business innovator. READ THIS eBOOK
your weekly update of news, analysis, and
opinion from Internet Evolution - FREE! REGISTER HERE
Wanted! Site Moderators Internet Evolution is looking for a handful of readers to help moderate the message boards on our site as well as engaging in high-IQ conversation with the industry mavens on our thinkerNet blogosphere. The job comes with various perks, bags of kudos, and GIANT bragging rights. Interested?