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ABSTRACT:
A recently appointed CIO called me for advice on how to succeed in his new role. I quickly recounted my experiences, drawing on all the mistakes I've made (and continue to make). Then I gave him the following suggestions as starting points:
- Determine the critical few things that the company needs IT to deliver. Make sure you deliver those things as quickly and completely as possible.
- List and then prioritize all the stupid things that IT does. Stop doing the stupid things at the top of the list.
So just how do you identify the few critical things IT needs to deliver from all the tasks on your list? And how do you ferret out the stupid things so that IT can stop doing them?
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AUTHOR:
Niel Nickolaisen
Vice President, Headwaters Inc.
Niel Nickolaisen, a former CIO, is the vice president of strategic planning at Headwaters Inc., an energy and building products firm in South Jordan, Utah.
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