- Schuyler Erle’s blog — Schuyler, a leading geohacker, is in Haiti as part of a World Bank effort to rebuild geospatial infrastructure. His blog posts and twitpics are excellent.
- Panton Principles — basic groundrules for useful open data in science. Raises the flag of licensing: arbitrary license clauses or hastily-repurposed software licenses lead to a quagmire of incompatible licenses and prevent useful combinations of data, just as license proliferation in open source created a confusing and difficult environment for people trying to combine multiple open source projects’ code.
- The Internet? Bah! (Cliff Stohl) — piece from 1995, which I remember reading when it was first published. It stands as a great reminder that scale and change happen: in 1995 there were barely 16 million Internet users and statements like this seemed self-evident: Then there’s cyberbusiness. We’re promised instant catalog shopping–just point and click for great deals. We’ll order airline tickets over the network, make restaurant reservations and negotiate sales contracts. Stores will become obselete. So how come my local mall does more business in an afternoon than the entire Internet handles in a month? Even if there were a trustworthy way to send money over the Internet–which there isn’t–the network is missing a most essential ingredient of capitalism: salespeople. (via Hacker News)
- Leadership Lessons from Dancing Guy (YouTube) — 3m long and it’s a brilliant insight into creating a movement. Must watch. (via robertobrien on Twitter)
Are IT decisions building the business or hurting it?
While I believe we recognize the limiting qualities of IT decisions, I'd suggest we've insufficiently studied the degree to which those decisions in aggregate can have a large influence on organizational culture.
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.
IT governance is bureaucratic and tough, but it's also essential to every organization.
IT governance requires that the scarce resource of technology capacity be diligently distributed to meet collective, organizational goals.
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.
How chief information officers can set the tone during their early days with a new organization.
The amount and methods in which you initially make progress will be indicative of your pace and style. Getting it right can ensure you are in sync with the business. Being too slow or too fast has considerable inherent risk.
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.
Schuyler in Haiti, Data Principles, Damn Internet Get Off My Lawn, and Leadership Lessons
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