The main challenge for the Hurricane Katrina response was how to enable our response teams to collaborate across multiple issues--health, environmental, infrastructure, etc. Katrina was so devastating that every major unit in GAO was called upon to assess the impact and recovery. So tying all those unbits together so they could get theior work done and collaborate at the same time was the biggest challenge.
@Tcicco-- I call them shade tree mechanics--they know just enough to get into trouble! I think you have to have an avenue for communicating in a non-emotional way what they messed up, what they should have done and how you are going to work with them to prevent it from happening again. :)
Collaboration among C-suit can be difficult. There is a natural tension--competitiveness. But if the CEO puts the proper incentivces/processes in place (and they don't have to be monetary) I believe you will see collaboration become a norm.
@TCicco: How do you deal with middle management who talk the talk but can't walk the walk when it comes to IT and especially security but end up making a mess of things that they then rely on the 'peons' to clean up? Yet they tell the 'C-suite' that they have it all under control?
In terms of collaborating with the business--it starts with gaining their trust through a well managed and operating IT function. Once you achieve that the business will look to you as a solution provider.
Regarding collaboration, we've spoken a bit on Internet Evolution about the need for harmony and collaboration in the C-suite. Have you found, in your experience, that C-level executives from different departments don't work as well together as they should? (Whether within AEA or in other organizations you've worked for.)
I have looked at the cost of moving to the cloud and when you add in all the services, including security it is not the right move for us. I think if more organizations had the information on their current cost of operations they would be in a better position to make the decision. And yes I am a huge proponent of virtualization
I think the CIO role is much more interesting now than it was 10-15 years ago. With business relying more heavily ontechnology the CIO is in a perfet position to be a game changer--add value to the business by reducing cycle times for business functions, improving BI, etc.
I think we are prepared but with the threats changing daily it is always a concern. There are some very smart people out there who spend all their time looking for new attack scenarios. It is a worry but I feel we are as prepared as we can be.
I think the European community is far ahead of us in having buy-in. We are still resource rich and haven't faced the same energy problems the europeans have. Until them I think we will be lagging in buy-in
Another question I was going to ask on air was about the need to protect the nation's cyber infrastructure. Tony, do you worry about the United State's preparedness, or lack thereof, for a cyber attack?
@SecTech and Joanne: Actually, the example I read had to do with charging government departments for use of storage on site versus in a cloud. If a dept wanted to stay with the premise solution, they had to pay extra.
In some dorms, social pressure was exerted to decrease energy usage by identifiying the dorm rooms that were the biggest energy users. Updated in real time and was very effective at decreasing energy utilization.
@Mary: Interesting point about being charged for energy. If departments, divisions or business units were charged for their energy consumption as a line item, they would probably be motivated to reduce costs.
@Joanne: I don't know how it is in the real world, but here (local gov't) they want the savings upfront and ongoing, but aren't willing to spend to get what they want. Some of our servers are so old that they aren't energy efficient at all.
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Positec, a manufacturer of power tools for homes and commercial applications, achieves greater customer service flexibility and cuts hold times in half by using a cloud-based service to manage its call center.
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.
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