Think your IT staff can protect you better than major cloud providers? Think again.
I just ran across Katie Fehrenbacher’s article in GigaOm that made a point I’ve been arguing (perhaps not strongly enough) for years. When you start talking to people about “the cloud,” you frequently run into a knee-jerk reaction: “Of course, the cloud isn’t secure.”
I have no idea what IT professionals who say stuff like this mean. Are they thinking about the stuff they post on Facebook? Or are they thinking about the data they’ve stored on Amazon? For me, the bottom line is: would I rather trust Amazon’s security staff, or would I rather trust some guy with some security cert that I’ve never heard of, but whom the HR department says is “qualified”? Read more…
Six months in and there is much to celebrate and plenty of work still to be done.
Implementing O'Reilly's new IT strategy is like swapping out airplane wings mid-flight. We're making considerable change, but at the same time we can't disrupt the services and projects that are already underway.
Understanding why an IT leader operates a certain way can net better results for everyone.
It can often appear there is only one type of person leading IT. That's not the case. Understanding an IT leader's motivations and needs will ultimately benefit all involved.
The best IT managers have a background in IT and general management.
Being a good IT manager is hard. Being a great business leader is harder. What separates them is not just the ability to continually and uniquely inspire, but to also be a well-informed and skilled business manager.
Federal CIO Kundra has released a 25-point plan to reform the troubled federal IT sector.
The Obama administration has proposed a 25-point strategy to reboot how the federal government purchases and uses information technology, including new consideration for startups and a "cloud first" approach to new investments.
We're embarking on a journey that will transform how we deliver and support our technology needs.
O'Reilly's new IT strategy had to consider the company's culture of innovation while introducing the right level of predictability. Too much unmanaged innovation or codified predictability would limit our ability to grow and be a recipe for IT failure.
IT strategies that can reconcile process and innovation often have positive and measurable results.
Predictability and innovation: It's the combination every IT leader needs to consider. Organizations that can reconcile these agendas have positive and measurable results, while those that can't often see lower levels of innovation.
Radical IT change starts not with technology, but with collaboration.
IT transformation must be managed in a deliberate manner. Heavy lifting is essential, but it should not be the first thing that gets done. Radical change must start with the CIO and his or her managers engaging in collaborative discussions across the business.
California CIO Teri Takai on IT transformation, sustainability and Gov 2.0
In this interview, California CIO Teri Takai talks about how California is taking on data center consolidation, green tech, scaling legacy systems and more. Her perspectives are of interest to many observers now that she's been nominated to become assistant secretary for Networks and Information Integration at the Department of Defense.
A look at Chicago's i.c.stars educational program.
This blog post has been sitting on my computer’s desktop for a few weeks now…. I’m finally getting around to telling you about a great week I had at the end of May. It started off with a brief trip to Northern California with stops at Dale’s amazing Maker Faire (equally impressive were his sprinting skills as he leapt into…