I have some thoughts…interesting discussion.
New CIO manifestoâ€
1.Information is just as important, if not more important than information technology.
âƒI think that is the pointâ€¦IT within ORGs that fail are focused on engineered solutions, rather than information solutions. The former serves IT, the latter service the customer, which can also mean IT, but it puts the business first, which always generates the IT need.
2.More than 50% of annual CIO project spending will be directed toward measurably improving the financial conditions of an enterprise.
âƒI agree! The best IT ORG examples I see claim to have over 50% discretionary spending room in the IT budget. BUT the Business needs to ensure this % remains, rather than scooping it off as a cost recovered “efficiency”.
3.More than 50% of all enterprise information and IT spending will directly support revenue generating rather than expense related business processes.
âƒnot sure how this works in Government or services. What if all you provide is soft services. I take issue with how that might be measured.
4.The incentive portion of CIO compensation will be derived from the amount of money created by the efforts of CIOs and their staffs.
âƒAgain, incentive should not be monetary, it needs to be a mix of stature, excellence, and monetary compensation. Competition to excel needs to be part of the equation. Money alone is a failure to focus on human priorities.
IT practices to eliminate
1.Reject annual mismatch between CEO priorities and ITâ€™s most funded projects
âƒAgree, if CEO = ORG/Business Strategic Focus. CEO can have other priorities too.
2.Terminate support of projects that will not improve the income statement
3.Abandon CIO priorities that do not directly support CEO priorities
âƒSee response for #1.
4.Stop recommending IT mega projects
âƒAgree 98%. Some are needed, if need is measured properly
5.Abolish environment of little or no IT spending accountability
6.Terminate existing applications that do not yield measurable business value
7.End the practice of placing enterprise IT spending within the CIOâ€™s budget
âƒI could live with this. Might be a good idea. But what becomes of the CIO role? Some of the worst IT project implementations I’ve ever seen were managed by the businesses directly. IT projects not centrally tracked can also become hellholes of unaccounabilty if spending controls move only to the business. I feel the business should always “purchase” the solution, IT delvers it. It’s either successful or not. I can cite examples.
8.Eliminate IT-caused business model disruption â€œsurprisesâ€
âƒAgreeâ€¦but how? This is always the goal no?
âƒWhen was this a problem? Like the “War on Drugs” it’s a stakeholder position, not a fear.
10.Abandon level 1, 2, and 3 tech support
âƒDon’t agree or disagree as I have no idea what this means. As a goal in theory it’s laudable, as it means a commitment to usability. As a real goal it’s dangerous as anyone who provides software support and services knows. If you provide no end product support you will be fired. End. Of. Story. No tech support means no perceived warranty and a culture of abandonment.
11.Cancel most IT chargeback systems
âƒNot sure where this would fit inâ€¦why? Most meaning which ones?
12.Cease issuing most competitive bids
âƒDon’t know the context can’t comment otherwise.
13.Stop holding on to unfunded projects
âƒagreeâ€¦but this should be normal operating procedure.
14.End discrimination against behavioral skills and social sciences
âƒI agree. What application did the author have in mind?
15.Abandon ITâ€™s unbalanced support between front and back office