Valuable vs. fun: learning to love IT Asset Management

My attitude is that if you push me towards something that you think is a weakness, then I will turn that perceived weakness into a strength.

— Michael Jordan

As with so much in life, so it goes with IT: the parts that are fun aren’t always valuable, and the parts that are valuable aren’t always fun. Let’s talk about a hugely valuable side of IT that isn’t really much fun at all. And when it’s not fun, that means that it’s often neglected, and thus turns into a great weakness.

IT assets (hardware, software, systems, services) represent a major investment for most firms today. For “new economy” companies in particular, the cost of such resources (both bringing them on board and maintaining them as corporate assets) often exceeds expenditures in any area other than wages and benefits.

It’s astonishing, then, that firms (not to mention IT management specifically) don’t always embrace the ongoing hard work required to maximize the value of those expenditures and minimize the corporate risks involved. All too often, I see IT asset management (ITAM) neglected by IT executives because, well, it involves a discouraging amount of drudgery to do it right, especially over the long haul. This neglect occurs even more often when an executive succumbs to the latest faddish push for IT to focus on strategy and innovation to the detriment of fundamentals.

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More timeless, still-relevant information technology jokes

One of my most visited blog posts noted that certain IT jokes tend to come up again and again. That post covered four such familiar jokes, along with what I felt were some common themes uniting them: IT hubris, narrow perspective, self-righteousness. Each of those jokes contains a “grain of truth” to it that makes it funny, to IT and non-IT people alike.

Along those same lines, here are three more time-honored IT jokes, ones you’ve probably already heard if you’ve spent much time in the industry. Again, take a few moments to revisit them and consider what makes them timeless: how the common situations they describe seem to never quite go away. And then I’ll talk about what I think unites them thematically, and the resulting lessons for IT professionals.

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IT entropy in reverse: ITSM and integrated software

Why am I an IT professional? Here’s one major compelling reason: you simply can’t rest on your laurels. You can’t stop learning and growing and examining and improving, in all aspects, or you stagnate and die. The best IT professionals, I’m convinced, work energetically and on an ongoing basis, actively striving to push the scales from their own eyes at every juncture. It’s part of the job.

Last week I had the opportunity to attend what was my first industry conference in almost 8 years, Knowledge12, put on by ServiceNow, a software-as-a-service (SaaS) provider of IT service management (ITSM) software. (See my post explaining why I’ve tended to avoid industry conferences in recent years). And to my surprise and delight, I discovered that it was well worth the time. Let me share my thoughts on why.

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IT consumerization, the cloud, and the alleged death of the CIO

As with just about any area, IT is a discipline subject to fads and memes, “received truths” that seem to arise in the press or the blogosphere and then ricochet around the echo chamber until they sound plausible even to skeptics. A number of these roll across my Twitter stream every day. But one such meme rises so high to the top that it has to be the sole focus here. And that is the much-repeated “death of the CIO” meme, coupled as it is currently with dreamy visions of the world brought to us by the consumerization of IT and the cloud. They’re all linked, at least in many pundit eyes.

Here’s the gist of their argument: users can go out and get their own technology now; they don’t need IT to do it for them. End-users are now IT-savvy, and can fend for themselves.They’ll bring their own devices (BYOD); they don’t need or want IT to provide devices for them. They’ll procure the services they need and want from the various SaaS offerings in the cloud or from outsourced vendors, and they’ll handle it all themselves.

All this ultimately gets not only expressed as the question of who needs a CIO anymore, it goes even further: who needs an IT department at all anymore? Says one article, “If IT does not provide the end user with the infrastructure they need, the latter can rent it, by the hour or month from companies like Rackspace or Amazon… All you need is a credit card and no approval from IT.”  Other CIO “thought leader” articles feature astonishing blanket statements like, “With the consumerization of IT, consumers can create value for themselves and the enterprise, using technology that costs the enterprise nothing.” And people even take this so far as arguing that the CIO at this point should just leave technology up to the VARs.

Let me be clear once again: this frequent linking of cloud and IT consumerization to the looming demise of the CIO and IT is not just misguided, but actually gets it completely backwards. In fact, I argue that IT consumerization and the cloud will actually elevate the importance of IT within a company, as both a service and a strategic focus.

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Novels of IT, Part 3: Adventures of an IT Leader

My long quest for an insightful, broad, and practically applicable “novel of IT” finally met with resounding success, once I got my hands on the outstanding book that is the subject of this post: Adventures of an IT Leader, by Robert D. Austin, Richard L. Nolan, and Shannon O’Donnell.

To recap: I was looking for a book that was both reasonably engaging as a novel and one that accurately portrayed a broad swath of the inner workings, nuances, and personality types that are typically part of the landscape of IT in today’s world. Reading the book should provide a window into common dilemmas and disagreements regarding IT issues, lending perspective and insight into all parties’ motivations and interests. See my earlier posts on Chris Potts’ FruITion and John Hughes’ Haunting the CEO.  Again, my views aside, I should emphasize that all three of these “novels of IT” are worth reading and forming your own opinion.

Adventures of an IT Leader comes by far the closest to meeting the criteria I had outlined for a “novel of IT.”  It opens with an executive, Jim Barton, being unexpectedly tapped as CIO by the new CEO of his firm, after long and successful stints managing other areas of the company.  In short, Barton isn’t an IT person by training or experience. In fact, one reason for his selection as the new CIO is that he has long been the foremost critic of the IT function at his company. And now, unexpectedly, he has to walk a few miles in IT’s moccasins, so to speak. The novel then follows Barton and his numerous IT challenges and crises for about a year.

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IT anti-patterns: reverse behavior lessons from Steve Jobs

I’ve written before about how I value Twitter’s ability to fine-tune one’s personal information gathering, selecting people to follow who, over time, prove to be the most useful, interesting, and stimulating. I commonly refer to the people I follow as my “personal Algonquin Round Table,” in homage to the well-known literary group of the 1920s.

More simply put, though: I value Twitter because I fundamentally believe in consulting others, picking their brains, observing what they find useful or funny, enjoying their (often differing) perspectives, and learning as much as I can from them.

To my frequent surprise, however, this basic belief in the value of consulting others turns out not to be universally shared. In fact, it can even be scoffed at. That disconnect came glaringly to light recently in the aftermath of the death of Steve Jobs. Basically put, the burgeoning legend of Steve Jobs rests in large part on how, in his path to multiple successes, he fundamentally rejected the value of consulting others.

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A CIO’s skeptical look at the QR code phenomenon

I had the good fortune last month to be invited to participate as a guest CIO on ITSM Weekly, a great IT-related podcast with the amusing ongoing tagline, “What happens when a CIO, a Service Desk Manager and an industry junkie chat weekly?!”

Amidst the discussion and banter, Chris Dancy of ITSM Weekly gave me a bit of a ribbing about what he perceived as my all-too-common anti-QR-code rants on Twitter. And yes, I have tweeted more than once with outright skepticism about the usefulness and likely impact of QR codes.  Chris’ good-natured needling made me step back and think about why: what exactly makes me so resistant to the notion of QR codes?

And the answer runs deeper than just QR codes per se.  It turns out, as I thought about it, that the story surrounding QR codes represents, for the modern CIO or CTO, kind of a horrible blend: the worst aspects of technology advocacy, combined with the worst aspects of marketing.  This post is an attempt to explain those broader implications.

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Novels of IT, Part 2: Haunting the CEO

Last time, I introduced this series by pointing out that reading what I call “novels of IT” could serve a few very useful purposes for those of us who work in and around information technology.  In fact, I presented a number of criteria that come to mind when answering the implicit question of why anyone should bother to read a novel of IT.

Ideally, it’s because such novels, at their best, can do the following:

  • provide a degree of engagement and entertainment in making their points
  • provide a realistic insight, in a “show not tell” kind of way, into what motivates the typical players in these business scenarios,
  • help all factions (inside and outside IT) come to see the other side’s perspective and arrive at deeper understandings of common problems and disagreements.
  • allow the CIO to hand the novel to his or her CEO or CFO and trust that everyone’s reading of it will help reach common ground in how to collectively and collaboratively approach the company’s goals.
There are, of course, pitfalls involved in constructing such a novel, the foremost of which is falling into blatant stereotypes: most notably, the nerdy CIO who clings to technology and can’t see a larger role for himself or herself. The book I covered in my first post on IT novels, Chris Potts’ FruITion, not only fell into this trap in spades, but took it to a whole new dimension, painting IT in general as basically no longer needed as a separate discipline, and as having become so trivial as to not need an executive at all.
This time, I’ll discuss John Hughes’ recent and excellent contribution to this genre, Haunting the CEO.