Defining the ideal IT organization

Aligning IT with the business tops the list of goals for most CIOs. Here are the top IT issues and challenges facing CIOs in achieving that goal.

Aligning Action and Values

“Executives spend too much time drafting, wordsmithing, and redrafting vision statements, mission statements, values statements, purpose statements, aspiration statements, and so on. They spend nowhere near enough time trying to align their organizations with the values and visions already in place.”

Organizational Intelligence: What is it, and how can managers use it?

“Just as we now measure the intelligence of people by using I.Q., the study of organizational intelligence measures the intellectual capacity of entire organizations — what I call O.I.Q. …I.Q. has been found to account for roughly 50 percent of the differences in human success, and I believe something similar is true of O.I.Q. …My associates and I have studied the Information Revolution for many … [ Read more ]

Escape From Corporate America

More and more women are abandoning big companies to strike out on their own.

The Set-Up-To-Fail Syndrome: How Good Managers Cause Great People to Fail

The set up to fail syndrome is neither about bad bosses, nor is it about pathological subordinates. It involves competent and well-intentioned people who get sucked into a dynamic that often goes from bad to worse. The book highlights the pervasiveness of such relationships and analyses how bosses can inadvertently trigger and remain blind to a dynamic that is hurting them, their people … [ Read more ]

Treating the Troubled Corporation

When everyone agrees but nothing changes, it’s a sign that organizational inertia is holding your business back.

Stemming the Brain Drain

Knowledge loss, often an unintended consequence of downsizing, can be one of the costliest problems confronting organizations today. It is also one of the most widely ignored. Better workforce planning and targeted knowledge-retention initiatives can help you avoid losing this key source of competitive advantage.

Realizing Untapped Potential

How much of your company’s potential lies untapped? Although you’ve paid for it, are you allowing it to sit and rot? Rot may seem a harsh word, but it’s accurate. Over time, untapped potential turns into complacency. By taking these steps, you will build the readiness for realizing the unused potential of your company and turn outstanding performance into the new minimum standard for your … [ Read more ]

Turning Risk into Reward

Responsible information management allows you to achieve compliance with regulations,
create trust with your users and benefit yourself while you’re at it.

In search of new organisational forms

The future MNC, spawned by advances in Information and Communication Technologies, has the opportunity to tailor its organisational structure from a universe of possibilities.

Editor’s Note: This is written in a dense, academic style and really doesn’t say much that would interest the average manager, but if you are really interested in organizational behavior it might be a good read. The crux for the … [ Read more ]

Why IT business alignment veers off track and how you can keep it on course

It’s one thing to say that IT is aligned with business strategy and another to make sure it’s happening. Understand where alignment goes wrong, and then take some simple steps to avoid that scenario.

Bernard Avishai

A company used to be like a football team, in which only senior managers, like quarterbacks, saw the whole field, and most everybody else performed a single, drudge task. Your plays (that is, your product lines) were mostly set for the long season; the few times you got close to the goal you had better score. Bigness mattered.

Now a company has to … [ Read more ]

Why Vision Matters

For leaders, setting vision and values is not an appetizer, it’s the main course.

Gary R. Casselman & Timothy C. Daughtry

Criticism is driven by the frustration and fears of the giver, not from the needs of the recipient. The underlying assumption is that the recipient somehow “should know better” and needs to be set straight. The implied message is that the recipient’s intentions are questionable, that there is something wrong with the recipient that the giver of criticism knows how to fix. In … [ Read more ]

Performance and Ageing

Does job performance decline as we age? Or can it even improve?

What’s Your Controlling Trait?

These personality tests will show your true colors.

Ken Iverson

Can we expect employees to be loyal and motivated if we lay them off at every dip in the economy, while we go on padding our own pockets?