The defining moment came when I was in Grade 8. My social studies teacher,
Mr.Thiele, told us how and why Japan became a manufacturing leader after
World War II. He had a theory. As the Japanese were forced to rebuild
factories and infrastructure from scratch, they used cutting-edge technology
to leapfrog other nations like Canada and the United States. My classmates
were not convinced. How could it be an advantage to start all over again? Mr.
Thiele contended that by building anew, Japan had access to newer and more
efficient technologies that were beyond the reach of other countries.
Combining modern management techniques and new infrastructure, Japan
surpassed nations burdened by antiquated infrastructure and no money or
compelling motivation to invest in new technologies.
I'm not sure Mr. Thiele got all his facts right, and I don’t mean to
trivialize the challe... (more)
Too often, Information Technology leadership lives in its own world, far
removed from business decision-making. This can result in IT being an easy
target for blame. If everything goes well, IT is a high-spend cost center. If
things go poorly, then IT isn't doing its job. Non-strategic IT departments
are too often seen as the bad guys-They are an obstacle, a process-loving
bureaucratic group that slows everything down...Other departments must find a
way around IT in order to launch those pet projects quickly. Now you, the
CIO, are caught in a downward spiral, spending more time f... (more)