It Takes Time to Build Trust…

The Speed of Trust: The One Thing That Changes Everything BY STEPHEN M.R. COVEY Summary: Nothing is as fast as the speed of trust. When trust is high, speed goes up and cost goes down. This is true in all aspects of life (personal, professional, business). Trust is believed to be intangible (soft). This is a myth. Trust is in fact hard, real and quantifiable. It measurably affects both speed and cost. The economies of trust are real. When trust Read More …

Take the Time to Protect your Scarcest Resource

Your Scarcest Resource HARVARD BUSINESS REVIEW (HBR), MAY 2014 Summary: Most companies have elaborate procedures for managing capital but allow the management of time to go largely unmanaged. Leaders must treat time as a scarce resource and invest it prudently. Companies are awash in e-communications. Executives spend more than one day a week managing electronic communications (email, im, virtual meetings, tweets, etc.). Meeting time has skyrocketed. Executives spend more than two days a week in meetings involving two or more Read More …

Behavioral Economics for Better Decisions

Behavior Economics for Better Decisions BY OLIVIA WILLIS, ALL IN THE MIND, ABC RADIO NATIONAL, SEPTEMBER 24, 2015 Summary: Humans misbehave! We’re irrational, indecisive and passionate, yet conventional economic theory assumes that we will always act logically (doesn’t take into account the “human factor”). Behavioral economics (BE) simply; if you want to encourage someone to do something, make it easier for them. Figure out the barriers that stop them and remove them. Foundation for BE is research from Amos Tversky Read More …

CIOs’ Frequently Asked Questions About Governance

CIOs’ Frequently Asked Questions About Governance GARTNER, February 10, 2015 Summary: Governance is a process and a framework for enterprise decisions. IT Governance is a significant part of a larger, enterprise governance model. Most enterprises don’t govern well: models are unclear, inflexible and cumbersome. Given that IT spans business units, it is often an indicator of your organization’s overall governance-health, and first to face systemic issues. CIOs play a pivotal role in shaping an enterprise’s governance model for ongoing and  Read More …

Society for Information Management (SIM) 36th Annual 2016 IT Trends Study

Society for Information Management (SIM) 36th Annual 2016 IT Trends Study October 20, 2015 Summary: Answers the most important issues for IT leaders in 2016 based on the responses from 785 organizations. Business/IT Alignment – Remains a persistent issue due to the changing nature of business and the difficulty IT has in responding to these changes. Being and staying aligned is critical. Business Cost Reduction and Controls – While a top concern for organizations it’s not a top “personal” concern Read More …

Effective Vendor Governance Requires Business Alignment and Executive Commitment

Effective Vendor Governance Requires Business Alignment and Executive Commitment GARTNER, May 29, 2015 Summary: 60% of IT budgets are spent on externally provided IT products and services. Gartner’s 2015 CIO survey indicates that 38% of the IT budget is currently spent directly by the business, growing to 50% by 2017. Despite an enterprise’s growing dependency on outside vendors, strategic vendor management (SVM) continues to lack the required governance to effectively manage vendor relationships. SVM competency is immature, compared to other Read More …

The Rise of the Chief Information Officer

The Rise of the Chief Information Officer The Washington Post, September 22, 2015 Summary: CIO is shifting from a doomed title meaning “Career Is Over” or “Glorified Director of IT” to one of the key advisers on enterprisewide, internal and external strategies—and it’s made finding good CIOs challenging! Today’s CIOs require both business and technology mindsets (emphasis on business) and the supporting skill sets to dabble as strategists, marketers, brainstormers, and tech wizs as situations demand. Modern CIOs also need Read More …

Making Great Decisions

Making Great Decisions Mckinsey Quarterly, April 2013 Summary: The further we move up the ladder the harder it is to be told or to say “my judgment is fallible”. We all have dominate biases: Inertia (status quo), confirmation (justification based on experience/desire), and social (group think, popularity). Awareness to our biases does not make us immune to them. Most decisions are based on “politics, persuasion, and PowerPoint” and none of these “three Ps” are fully trustworthy. The three biggest things Read More …

POV: Don’t Trust Your Gut.

Point-of-View: Don’t Trust Your Gut Harvard Business Review (HBR) May 2003 Summary: Intuition refers to the brain’s process of interpreting and reaching conclusions without resorting to conscious thought. 45% of executives rely more on instinct than facts and figures to run their businesses. We give disproportionate weight to information confirming, not challenging our assumptions, preferring conclusions justifying, not upending, the status quo. Information first received about a situation distorts our interpretation of subsequent (updated) data received about the same situation. Read More …

POV: The Internet of Things is Changing How We Manage Customer Relations

Point-of-View: The Internet of Things is Changing How We Manage Customer Relations Harvard Business Review (HBR) June 2015 Summary: Internet of Things (IoT) is changing how we manage customer relationships. CRM is going beyond the transaction to capture the details of the customer’s actual experience. The vivid view of the end-to-end experiences is rapidly changing how people think about, measure, and manage their customer relationships. IoT is gaining acceptance. People are accepting (giving up things about them) in return for Read More …