October 2011 Archives
CIOs of developing nations have one focus: To strategically lead their companies to gaining market share. That's it. They get to ask one question over and over. "How can I use technology to beat our competitors and gain market share?" That question inherently embodies the attributes of a strategic leader.
What should a CIO be made of? What composition makes him/her a wannabe CIO? How s/he should hone the skills to be future-ready? These and many more questions have been asked, argued and debated. Possibility is that if there are 10 people participating in a discussion, we will get 10 different opinions. Is it possible to combine those 10 opinions and construct one that describes a perfect CIO?
As audit is an important exercise for the IT department, it must be taken seriously. A few initiatives by the CIO can ensure better coordination between the IT team and the auditors, while providing a good opportunity to learn. As the head of IT services for almost 4 years now, I have taken several initiatives to improve operations and have also confronted a number of challenges.
Managed security has evolved dramatically over the last ten years.The new version of these Managed Security Service Providers add much more value by taking an active role in defending their clients' networks. I call this MSSP 2.0. However, the decision to go with an MSSP is based on your answers to a few questions.
We are witnessing significant changes in the role of the CIO, from what it used to be and what it is today. The role has been greatly enhanced by the arrival of the Internet, which has changed the way we work and do business. What makes any CIO a top performer? Here's my take on this topic. I prescribe a check list of five must do's without which a CIO cannot be a top CIO.
Effective risk management process is an important component of a company's MIS department. The principal goal is to protect the company and its ability to perform its mission, not just its IT assets. Therefore, the risk management process should treated as an essential management function of the organization.
There is still a long way to go for IT to become part of the strategic initiatives of an organization but we are bound to be there sooner or later. By reporting in to the CFO, who is an old hand in the organization, I keep getting strategic inputs on the ways to handle situations in various entities of the organization, both at the local and global level.
With increasing comfort with business, conviction, and communication, CIOs are able to engage in a non-confrontational debate which has germinated into acceptance of their viewpoint and its intent only to the best interest of the enterprise. It's a newly discovered facet that boosts confidence. The spark is now traveling virulently. CIOs have created the freedom to say "No" to the unreasonable and ill-defined.