Most mobility strategy is focused on traditional mobile employees—those who work remotely or are frequently on business travel—but CEB found that 30% of employees are mobile because they need to collaborate, not because they’re on the road or at client sites.
As the use of technology has grown in every facet of business, business-led technology spending has become pervasive. For every dollar (or pound, euro, or renminbi come to that) that CIOs spend on technology, business partners now spend up to 40 cents more on their own technology initiatives. This means that, while IT might influence a larger technology budget across the enterprise, the function will directly control a shrinking proportion of technology spend. It also means that CIOs are shifting IT’s mandate towards helping business partners get the most out of their technology initiatives, rather than taking on initiatives of their own. Read More »
Before deciding on a restaurant, we Google the names of nearby establishments, read customer reviews, and compare menus and prices. This kind of customer due diligence is standard practice. In fact, by the time a supplier is engaged, customers have completed 57% of their purchase decision and have already consulted 10 information sources. Given that customers engage suppliers after they’ve done extensive research, sales reps are always working to try to target customers before they decide to take action. Read More »
Jeff Bezos’ two pizza rule stipulates that small teams are more productive because they work faster and are more effective at decision making. While those are great qualities for ideation and prototyping, what about implementation? Small teams can drive the front end of innovation, but you need to successfully implement an idea before it can start to improve the company’s top or bottom line. The innovation team incorporates various professionals, but the team can’t implement those ideas without support from many others in IT. However, small teams are all about flexibility and speed, whereas core IT processes (and people) are not geared to run at the same pace.
The media has been awash with coverage of Facebook’s $19 billion acquisition of Whatsapp—a company that’s only 2.5 years old—with most of the focus on whether Facebook is a savvy investor or has overpaid on a monumental scale. But for CIOs, the focus should really be on whether their own IT employees are thinking “maybe I can do something like that.”
The large enterprise providers we’ve all heard of are being joined by a host of start-ups, cloud providers, consumer technology companies, and marketing agencies with technology ambitions. While many of these new companies will merge, go under, or be acquired by the large providers, the range of choice in areas such as collaboration, analytics, mobility, integration, and digital marketing is only going to rise. This creates opportunities for companies that are flexible enough to take advantage, but many will find their hands are tied by their sourcing policies.
We’ve all heard the phrase, “employees do not leave their jobs; they leave their managers.” Take a moment and think about your boss. Has your manager actively helped you rise in your career? Does she give you enough opportunities to learn new skills? Has your circle-of-influence increased over the last 12 months? When was the last time he used his personal network to help you?
Then ask yourself the same questions. When was the last time you helped your direct reports apply a new skill to their daily workflow?
IT leaders who focus on developing their staff can dramatically improve the performance of rising leaders and significantly improve business results. Unfortunately, only 28% of staff think their managers are effective in aiding their development, and only 20% of senior leaders feel their organizations give them the training and support they need to be successful coaches.
We’ve identified the five most impactful roles that IT leaders can take on to help close that skills gap to proactively develop their direct reports. Which of these roles best reflects your personal style? Answering this question will help you flex your coaching skills to open up new opportunities for talent development with your staff.
Many thanks to our colleague, Peter Young, for authoring today’s post. Peter covers Finance issues, including financial planning, corporate treasury and investor relations for CEB’s NewsDesk. The following post was first featured on the CEB Treasury Leadership Council blog.
People don’t enjoy being criticized… or do they?
Employees who say they prefer to receive negative feedback far outnumber those who say they prefer positive feedback, according to a survey of nearly 900 workers both in the US and abroad cited in a recent Harvard Business Review blog post. The survey also found that a large majority of people believe negative feedback improves performance “if delivered appropriately.”
The problem is that even though employees crave negative feedback—or “corrective feedback,” as the authors of the article define it—managers are reluctant to give it to their employees, as the survey makes clear.
“People believe constructive criticism is essential to their career development. They want it from their leaders,” the study’s authors write. “But their leaders often don’t feel comfortable offering it up.”
I’m currently reading The Lean Startup, a fantastic book by Eric Ries, which I’m sure many have heard about previously. In the book, Ries argues that startups fail because they succumb to “the allure of a good plan, a solid strategy and thorough market research,” without really knowing who their customer is or even what their product should be.
That same tendency to over rely on detailed business cases and project plans also hurts large organizations. In the same way that startups often don’t know who their customer is or what they want, organizations often lack foresight into how an innovative idea will pan out or whether it needs to be tweaked to succeed. This results in business cases that are either disappointing or strong on creativity and weak on facts, ultimately reducing the number of innovative and speculative ideas that make it into the project portfolio.
CIOs are worried about their teams. The baby boomer retirement crunch puts pressure on the leadership pipeline. Added pressure comes from outsourcing and offshoring models that knocked out the entry-level positions where previous generations of IT leaders learned their trade. While concerns about finding the right talent are valid, many CIOs are unaware that the IT talent crisis goes much deeper than this. The cover article of CEB’s new IT Quarterly describes how the real IT talent crisis is unfolding within IT, among the employees who are already here. And the best CIOs spend more time on solving this challenge personally than on any other activity.