Archive for the ‘CIO’ Category

Generic Business Intelligence Business Benefits

Monday, May 28th, 2012

As a result of implementing business intelligence platforms, businesses and organisations gain value in a number of different functions, ranging from simple cost avoidance, to competitive advantage by creating faster and more timely availability of information to drive or automate decisions:

  1. Eliminate the need for users to extract and make personal or local versions of reports.
  2. Leverage important and valuable data currently being captured by ERP, CRM, SCM and other systems, that may not have the native capability to add value internally.
  3. Standardise the organisations output, to reduce the impact of employee turnover and loss of local knowledge
  4. Reduce the need for training by unlocking islands of information stored in Excel spreadsheets
  5. Improve the integrity of analytics by assuring source data validity and calculation integrity, reducing or eliminating the cost of business decisions based on incorrect data. Assuming that proper change control and scenarios are designed and in place.
  6. Enable information to drive automation within the organisations decision making. i.e. high turnover in stock been ordered to meet minimum volumes based upon availability and item turnover.
  7. Better meet financial reporting and regulatory compliance by assuring consistency of information and automating analysis, validation and distribution of reports by policy.

Is Change Management actually a job? Can you actually manage change? Does manage change imply a reactive function rather than leading it?

Wednesday, May 23rd, 2012

You, as IT leaders and shakers can make change happen, you can plan the events, you can react to external factors forcing change upon you. But do you actually “manage” it? Can you?

In reality when you break down those “changes” into processes, functions and detail, you’re influencing or seeking approval to introduce new methods or pushing tasks onto other people who have no direct reporting relationship to yourself. Therefore I ask you, are you making a change or are you simply a conductor indicating and directing a change.

In reality you’re a leader, directing the change, creating tasks and objectives for others to follow and initiate. Why pretend to manage change as if it’s a reactive activity admit you’re actually the conductor, controlling and directing Organisational changes.

Now for the kicker… does change ever stop, can you define what “changed” is? Should your change agents simply move on, have they successfully re-engineered the environment so they aren’t needed or have they transformed the role into something different? Do those transformed individuals stop moving goal posts, who is continuing to review outputs and make improvements?

Is ‘Process’ a business discipline, or an IT discipline?

Monday, December 19th, 2011

I’ve just read this article on a post on linkedin. If you’re interested, you can see it here.

The idea doesn’t suprise me in the slightest. Software and Systems at management levels is about leadership, direction and setting goals and managing deliverables – I’d go as far to say a powerful word like VISION.

It is a massive advantage to have a history and understanding of technology. But if you manage and employ experts in the functions you need, you as a leader should be able to get the most out of them, and empower them to manage, function and work with you to make those relationships with the rest of the business.

Having worked with transformation managers who weren’t “IT people”, thier skills and knowledge of the business enabled our IT focus to concentrate on delivery. He fought battles that the IS Director didn’t want to det involved with.

Software is simply the embodyment of a businesses processes, how it works is down to the engineers who deliver it. But the need and the benefit for it, in very few cases appears to come simply from IT lead change. Its normally financial, the need to reduce cost or customer focused in the need to deliver faster, quicker and better than before.

Infrastructure IT changes are slightly different – as they enable the business, and they’ll certainly be IT lead. Software and Processes however, I’d take a business focused individual every time, and if they’ve got a foot in each camp. They’re worth every penny you end up paying them.