The vCIO phenomenon is not new, yet the promises of the role have not been realized across the industry. Some mature IT managed services providers who believe they have a functioning Virtual CIO practice, on closer inspection, still show challenges with delivery, scalability and profitability.
A paramount change has been happening in every organization. This change is not visible; it is in the background. Few people understand it well, although the impact to businesses is very, very high!
To uncover and understand the change is smooth and could seem very obvious, however, the issue around it is quite complex. Let's see what this huge shift is, and what are the consequences and the business opportunities.
The main thing is that most people think that being competitive with IT means a technology challenge. If we are talking about competitiveness, we are talking about how the organization could attract more revenue, with better, faster, cheaper services to their clients; or lower expenses with better communication, leaner processes, and automation; or maximize the business continuity. These are the factors that could be affected by IT.
We have been talking about, that companies no longer have IT technology problems, but IT management problems. Which means, systems are working, desktops no longer crash, so the technology has reached a certain level of quality. Users are more experienced, so they need less support, and they use technology better.
On the other hand systems are more interrelated, more integrated, there are more vendors, subscriptions, and devices in a small company. Who is managing all of these issues? Probably not the same people who are managing technology right?
It is even a huge issue in Alberta based on our research. The fast economy does not allow executives to concentrate everything, so usually IT is suffering a lot.
There are management duties that need to be addressed, like Budgets, Vendors Management, IT strategy, IT operation planning, Policies, Education, IT security, and so on. The growing companies not able to manage all of these duties. Calgary-based companies lacking the necessary resources for example to fulfill these roles.
The question is how to implement IT management practices for the 30-180 people companies where there is no CIO or other high level full time executive focusing only IT?
Usually IT management frameworks are good for that! It defines all the necessary IT management functions and deliverables. Let's look what at the not so obvious advantages of having such framework?
Discover How to Overtake the Competition with Knowing more!
Very few people know that there is a lot of public data available about companies' websites, like traffic rank, marketing performance, search engine results, etc. Using this information, it is very easy to see the performance of the different sites, whether they are making money for the owner or not, whether they are working well, and whether they are using the latest developments to boost their results. Even a competitive analysis can be created in minutes to see how a website is performing against its competition based on marketing results.
Ultimately, the company's websites have goals. A company's website does not just represent the company but creates leads and opportunities. Websites also help close deals, aid in the current personal sales process, and educate the clients. A website's functions also depend on the sales process, the industry, and the marketing strategy.
Almost all document which we create, require teamwork. In fact, two third of documents need to 3-5 revisions at least.
We create hundreds of documents day by day and send it revise it store it different places. The search is nearly impossible (which one is the latest?!), we spend more and more time finding documents.
Usually we try to store to a specific place with a specific file name convention. To be able to find it later?
It is interesting that we are living in this mess day by day, but the whole IT industry created so low expectations about this area, so no one seems to think about: "it has to be a better way"
On Tuesday the 18th of June 2014 Twitter feed informed us of the closure of codespaces.com, a company offering a repository and project management service to developers.
The reason was a malicious intrusion into its admin console for Amazon Web Services, which the company used as the back end for its services. The intruder demanded money, and when that was not forthcoming, deleted a large amount of data.
After the deletion of the live and backup data, Codespace had to close the business completely. A single point of failure in their system caused a bankruptcy of the company. Period.
In the good old days, there were individuals focusing on marketing and maintaining an overall "image" of the company. There were individuals focusing on sales, going to prospects, and closing the sale. The other folks were account managers, who nurtured the clients by trying to engage them, in order to sell more and more. The two groups lived in silos, hardly talking to each other.
This is over. I mean literally, because digital marketing-sales-customer loyalty management has fundamentally changed these fields forever. This has nothing to do with vertical, industry, or company size. This is a general phenomenon.
First of all, we are going to look at how the whole process is integrated, then we will look at how the process works for different types of companies. So stay tuned.
Based on Hubspot's chart (Hubspot is a market leader in marketing-sales-customer relationship integration software), we have four different phases in the sales funnel. This is the journey that all of your buyers go through at different speeds.
In late 2013, the new Canadian Anti-Spam Legislation (CASL) was passed, which goes into effect July 1, 2014.
Facing increasing global demand for reliable supplies of oil and natural gas at reasonable prices, exploration and production firms must be able to efficiently extract and process resources in challenging and complex geologic and geographic environments.
The ability for exploration and production companies to optimize their oil and gas assets relies heavily on fast access to the most accurate versions of documents and data sets in order to support and enhance time-sensitive, predictive decision making.
But the reality is scattered and restricted data.
Cross-disciplinary teams in E&P organizations need easy access to data in the company’s data silos.
Because of the lack of integration, the communication across the different disciplines is slow (if it even exists), and the usage of the data already in the organization is limited. We are talking about making multi-million dollar decisions based on slow and limited information.
According to a recent study, Canadian midsize and small Oil and Gas companies are very conservative on using technology. That means that for new Oil and Gas companies, one of the most natural competitive advantages they could develop is to become better, faster, and more agile with technology.
The study states that in Oil and Gas companies with 51-200 employees, only 9.6% have a CIO, CTO, VP of IT, or similar high-level executive on technology. That means these companies do not have the necessary executive resource to find, implement, manage, and develop innovative and strategic technology solutions and initiatives.
About this blog
Turn the opportunities of the "new IT" to measurable business results. - Talking about how the new wave of IT can help to grow businesses. Stop talking about technology, start talking about business results and smart solutions about how do we increase revenue, how do we increase efficiency and how do we maximize security and business continuity.