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Posts Tagged ‘Organizational Development’

Many questions abound in various discussions about cloud services.  How fast must the disk be?  How big must the server be?  It is interesting that these questions mimic those of traditional in-house (localized datacenter) architecture.  Or is it?  Has the myopic nature of silo based organizational IT structure permeated the cloud?  Unfortunately, yes (

As part of a recent discussion on the subject, a topic was put forth as “NAS Cloud with Solid State Drives: Is there any advantage of using SSD over SATA, SAS, FC, ISCI when it comes to doing cloud over NAS? Any Performance numbers published on same?” A few responded with varying levels of inquiry to the requirements while also indicating the fact that IOPS (I/O per second) was not the real issue when considering what disk was appropriate for cloud storage.  The discussion went further…..

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How is an organization doing?  Is it structured appropriately?  Do the people have the right skills?  Are there hindrances to attaining organizational goals?  What hurdles exist in employee satisfaction?  Does the market recognize the organization of note?  All of these are great questions to answer when looking to understand what the current state of an organization is.  However, many pundits would say that the only judge of an organization are its people.  That is debatable.

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Lets consider, if you will, that there are multiple layers of Enterprise Architecture. One aspect is the business aspect. Another aspect is divisional aspect.

The basic premise of people, process, and enablement applies in either case. I would agree with the argument that organizations worldwide have lost the art of Enterprise Architecture as is obvious by the numerous structures and departments littered across the landscape of business today. Even more substantial is the structure of governmental bodies proliferating the map (i.e. take IT – 27 CIOs for one department of the US Government). Read the rest of this entry »

There are multiple ways to look at recovery time objectives (RTO – how much time we can be without) and recovery point objetives (RPO – how much we can afford to lose). If we look at it from a top (business level) down (IT level), there would be a similar concept to a simple criticality rating that may be indicated that eliminates portions of data (that support business functions) that are not “critical” and some that stays critical that would flow from the following elements:

  • Business Impact Analysis (BIA) that identifies business risk
  • Business Continuity Plan (BCP) that outlines recovery of business function (including IT as a business unit – mangement structure, procurement, etc.)
    • Recovery Point and Time Objectives for BC (Business Continuity)
  • Disaster Recovery Plan (DRP) for the recovery of technology to support the deemed critical business functions outlined in the BCP
    • Recovery Point and Time Objectives for DR (Disaster Recovery)
  • Application Matrix for coorelation between physical infrastructure with application functionality
    • Single Points of Failure for application matrix
  • Synchronization requirements for multiple data stores to eliminate corruption (i.e. different time stamps or multiple access point for shared data)

This describes how any Backup (Operational Recovery as I like to call it) system supports the business in the event of disaster and are longer due to the massive effort to focus on recovery of entire business unit(s), business location(s), and/or data center(s). One important item to note: backup / operational recovery is _not_ disaster recovery; however, every good disaster recovery plan has backup / operational recovery in it. So, this is one perspective of RTO / RPO, and it is separate from what is needed from a day to day or operational perspective. This is why I like to call it operational recovery. Read the rest of this entry »

I recently read the following blog article by Nicole Blake Johnson ( and about fell out of my chair.  I see it time and again throughout many government and commercial enterprises.  Organizations that are way out of whack.  How can an enterprise be any where near efficient, agile, cost effective, rigorous, and results oriented with so many layers of bureaucracy?  27 different CIOs and 10 Deputy CIOs for the same governmental department?  Really?  Seems like a lot of redundancy, overlapping responsibility, conflicting strategies, complexity, contradictory standards, and excessive cost.  No wonder many are skeptical of IT. Read the rest of this entry »

I was recently following a discussion on LinkedIn about what Law Firm staff should do to help IT. There were many responses over a period of three months.  One response likened IT to fire fighters and staffers to arsonists (LOL – Ben Schorr).  Ironically, the specificity of law is not unique to this problem.  Legal firms have their own life-cycle and cadence that is certainly unique.  The problem of communication and integration of IT and business is worldwide and ubiquitous in all industries. Read the rest of this entry »

There have been many Interesting comments discussions about Cloud Computing over the last year.  In fact, many have predicted that Cloud Computing has the same goal as Pinky and the Brain (Pinky asks Brain, “what are we going to do tonight?” The Brain answers, “The same thing we do every night, Pinky. Take over the world!”).  The issue of what is “cloud computing” is extremely relevant as every vendor in the world is trying to spin it unique to them. Ownership of assets is not necessarily what the “cloud” is about. Unfortunately, technology is required to send and receive content; thus, elimination of assets via the cloud is a mirage. Read the rest of this entry »

Outsourcing, co-location, leasing, COO / CFO absorption of the CIO role, cloud computing and so on are the topics littered across the landscape of today’s IT world.  Reading an article recently ( sparked a long running exposed nerve I have endured painfully throughout my career in this industry, IT.  While it is absolutely true that we should not bind ourselves within the boarders of our thought, nor our physical location.  The truth resounds in a deafening roar, “Do not forget the human element!”  People are still a part of this technological world.  Processes certainly support people and are automated by technology; however, this does not take the place of the communion that occurs between people. Read the rest of this entry »

We really need to transform what the American IT workforce is made up of. Instead of teaching COBOL, Pascal, C++, and other elements of technology, we really need to teach how to align business and IT to take advantage of innovation and creative thinking. The way to align business and IT is to focus on the customer experience and the value that they live in that experience.

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What ROI does the CIO provide the business?  What is the next step for the CIO?  What is the evolutionary development path for IT?  All of these are daunting questions to which many have opinions and thoughts.  So, let me give my two cents.  Business and IT Alignment is necessary.  The CIO must play a significant role in this, not to mention develop beyond the role that he/she has been fulfilling for the last few decades within business and organizational constructs. In so doing, the elements of risk management, due diligence, and efficiency reverberate throughout most of the comments and thoughts that are going through your head at this very instant.  Not to mention the ironic and funny coincidence that a Chief Information Officer and a Chief Investment Officer both share the same acronym and, albeit abstract, similar function. Read the rest of this entry »