IT's potency and ubiquity have increased.
-The core functions of IT - data storage, data processing, and data transport.
IT is highly replicable.
-Technical standardization, dooms most proprietary application sto economic obsolescence.
Several signs tha tthe IT buildout is much closer to its end than its beginning.
1 .IT's power is outstripping most of the business needs it fulfills.
2 .The price of essential IT functionality has dropped to the point where it is more or less affordable to all.
3. The capacity of the universal distribution network(the internet)has caught up with demand indeed, we are already have considerably more fiber-optic capacity than we need.
4. IT vendors are rushing to position themselves as commodity suppliers or even as utilities.
5. The investment bubble has burst, which historically has been a clear indication that an infrastructural technology is reaching the end of its build out.
2007년 9월 29일 토요일
The 7 Habits of Highly Effective Technology Leaders
Following are the 7 habits for highly effective technology leaders.
1. Focus on business models and processes before they focus on technology infrastructure or application.
2. Track technology that matters by focusing on the distinction between operational and strategic tecnology and the chasm between technology concepts, prototypes, and bona fide technology clusters.
3. Identify and prioritize business pain - and approaches to pain relief - as they move toward the creation of business pleasure.
4. Optimize the value of shared services in centralized and decentralized companies, and they organize around the distinction between operational and strategic technology. Technology leaders also champion governance above and below the operational and strategic line.
5. Manage computing and communications infrastructure professionally and cost-effectively through negotiated service-level agreements (SLAs) and measurement best practices.
6. Communicate often and predictably; leaders communicate good news and bad ness in business terms and provide transparent insight into technology initiatives through tools like dashboards.
7. Actively market their roles in the company as well as technology's ongoing contribution to the business through a variety of tools and techniques.
1. Focus on business models and processes before they focus on technology infrastructure or application.
2. Track technology that matters by focusing on the distinction between operational and strategic tecnology and the chasm between technology concepts, prototypes, and bona fide technology clusters.
3. Identify and prioritize business pain - and approaches to pain relief - as they move toward the creation of business pleasure.
4. Optimize the value of shared services in centralized and decentralized companies, and they organize around the distinction between operational and strategic technology. Technology leaders also champion governance above and below the operational and strategic line.
5. Manage computing and communications infrastructure professionally and cost-effectively through negotiated service-level agreements (SLAs) and measurement best practices.
6. Communicate often and predictably; leaders communicate good news and bad ness in business terms and provide transparent insight into technology initiatives through tools like dashboards.
7. Actively market their roles in the company as well as technology's ongoing contribution to the business through a variety of tools and techniques.
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