Reading Time: 1 minutes
Seth’s blog on business plyometrics is exactly what business agility is all about. It isn’t a haphazard approach to business, it is, as one of my professors says, the speed boat that sits alongside the tanker. This model allows you, as a business, to try new things in a controlled manner as you turn the tanker. Key point is that it needs to NOT be haphazard.
Reading Time: 5 minutes
Moving Information Technology (IT) into the sphere of “the business” is still a challenge in a lot of organisations. How to move up requires that the IT/ICT teams demonstrate value (showing how you can support the business achieve its goals) to more senior executives within the business, where to start is always a hard question. Whilst there are many ways to approach this, the roadmap is one of the simplest ways of getting started.
Over the years I’ve noticed that there is little consistency in the generation and development of roadmaps; Infrastructure, Application or even Business structure. This can be for various reasons including:
- There isn’t visibility of the full picture, but you have to show some degree of thought
- Enterprise Architects are now really Technology Architects so the views are skewed towards a technology, conversely there are consultants posing as Enterprise Architects who have nothing more than an MBA and no experience or exposure
- Businesses don’t truly understand what they are doing with ICT or why they need to be planned and not reactive
- It’s a contract deliverable and come hell or high-water you’ll deliver something.
- Newly minted TOGAF, SABSA or other practitioners attack this discipline with too much vigour that they get quickly shutdown by the business.
Regardless of the reason, it is important to be able to show those needing to invest in ICT services, what they are going to invest in and why they are going to invest. I’ve found that providing clear traceability between business objectives, ICT strategies (where available) and the roadmap help you as the architect understand WHY better which helps when presenting up higher the the organisation; communicating in the business’ terms and not techno-speak.
It can also help the CIO/Director of ICT/etc. understand how their organisation is supporting the wider business and its initiatives.
Remember a roadmap is generally for inside an ICT organisation. it requires distilling into bite-sized chunks for management to absorb
So let’s get to it. Building a roadmap can be broken into 7 stages
- Confirm the business’ priorities
- Current State
- Define End state
- Identify the measures
- Gap analysis!
- Sequence the events
- Publish the end goal
Reading Time: 3 minutes
In IT and IT Security there is a constant complaint about the risks of shadow IT, and the adoption of consumer collaboration and sharing tools. Over the last couple of years we also saw the emergence of novel exfiltration techniques including the persistent ultrasonic technique, where the infected devices communicates with other compromised hosts via high frequency; or the Twitter based technique, where malware sends out data 140 characters at a time for anyone to read; and the more recent Video technique, encrypting data in video files and putting corporate secrets onto video sites or later retrieval.
Reading Time: 1 minutes
We all go through change at some point.
Changing your process to meet the new requirements of a product or service in response to market change is a relentless march forward.
Some organisations hold on to a way they do things despite the issues and inefficiencies in them. These might be because of a number of reasons including working around deficiencies in older technologies, individuals or business structures.
Technology and Service organisations spend millions, sometimes hundreds of millions, looking to find the best way to streamline a process and build that into their application(s), why then do smaller organisations feel the need to customise these applications to meet their, potentially, less efficient processes?
Wanting to become more mature in what you do requires change, so why do companies always fight technological change?
photo credit: AndYaDontStop via photopin cc
Reading Time: 2 minutes
Warning, today is a bit of a rant. I had an email and chat exchange with a friend that wasn’t treated well recently and felt compelled to ramble.
Ethics is extremely important in business as it is the foundation of relationships. Ethics in the IT business is especially important as members of the Technology team(s) are responsible for representing IT to the wider business. Through the relationships IT builds with the business it is able to better understand the needs of the business itself and can develop real value through the strategic use of IT, using the collective smarts (IP) of the team. The Technology teams inside an organisation supports the business’ strategy, balances the wider strategic needs of the organisation and business units with the explicit needs of IT and IT strategies. Unethical behaviour can destroy this.
Let me be clear, when I say unethical I mean behaviour that isn’t:
- Done with Integrity;
- Performed Efficiently; and
- Respectful of Property
Our individual actions ultimately reflect our ethical beliefs.When we are in a position of authority these also shape the way those around us operate.
The consequences of unethical behaviour in our IT teams is that it breaks the relationships, both internal to the team and the external ones to the organisation. This can cause team-members to become disconnected and jaded, holding back the IP that could make a difference between completing that aggressive project on time, creating that innovative new product or demoralise the wider team around them. The greater flow on affect is that IT will become disconnected from the business (again) and relegating it to that group that just cost a lot of money and doesn’t deliver anything.
It is easy to be dismissive in the heat of corporate action, but let’s face it, for the most part corporate IT is not life and death. Take the extra minute to think about the repercussions of the decisions you make and the actions you take, it may mean the ultimate success or failure for the perception of IT in the business.
OK I think I’m prepared for that Ethics section in today’s exam!