IT Foresight Archive
| 4-30-12 Standardizing the Cloud: A Call to Action Cloud computing has the potential to transform how companies large and small purchase and deliver their IT services. Yet a study conducted recently by Booz & Company makes clear that the effort to create the standards needed to guide its development and use has been highly fragmented. Successfully codifying standards for the cloud will require the combined efforts of both cloud service providers and business customers; only then will the full potential of cloud computing be realized. download (1.1mb, PDF) > |
| 4-30-12 How Many Direct Reports? This article in Harvard Business Review helps CEOs and other senior executives answer a perennial question: How much should they take on? The authors analyze how the CEO’s span of control logically evolves and offer advice for managers as they progress through their careers. download (600kb, PDF) > |
| 4-03-12 A Catalyst for IT Success: How Proficiency in Change Management Can Make IT Transformations Pay Off Creating a strong change management proficiency can have a real impact in reducing the high failure rate of large IT transformation projects. If change management is to succeed, however, it must be more than an afterthought. Instead, it must be an integral part of the project planning process, and a key responsibility of all the project team members, including those from other parts of the business—all of whom must be thoroughly educated in the principles of the discipline.download (352kb, PDF) > |
| 4-03-12 The Thought Leader Interview: Bob Carrigan In this exclusive interview, Bob Carrigan, CEO of IDG Communications and chairman of the Interactive Advertising Bureau, argues that new media—the intersection of broadband, social media, online advertising, the mobile Internet, cloud computing, online lead generation, and e-commerce—is rapidly transforming the overall economy. To benefit, however, companies of all stripes need to reassess how they deliver content and advertising and connect with their prospects.read more > |
| 2-29-12 Getting to Good Governance: From Policing to Orchestrating Traditional project management offices (PMOs) are typically engaged too late in the project lifecycle to prevent risks that may stem from earlier phases of the project. Instead, they often simply react to problems as they arise, relegating their role to damage control. In contrast, the strategic implementation office (SIO) would extend the scope of the PMO to the strategy and design phases of projects, identifying risks before they become problems, and then ensuring that all project stakeholders are engaged in the delivery stage.download (295kb, PDF) > |
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