Месечни архиви: June 2017

We’re undervaluing collaboration

Collaboration isn’t just something you want to happen in your office. Our economy, the political system and civilization itself may be productively analyzed as a series of collaborations. (Not to be confused with the late Sen. Ted Stevens’ virally ridiculed “series of tubes.”) How we feed, clothe, educate, amuse and entertain ourselves relies on a remarkably complex and yet surprisingly unremarked-upon series of collaborations. 

We live in an interdependent age. Very little today is the product of just one actor working alone. Collaboration, collaborators and the technologies they choose to use are the key drivers of modern existence. Organizational success in every vertical market depends on effective collaboration — both internal and external to the enterprise — and yet collaboration is, in most instances, unmeasured and unmanaged. This has to change. 

If today’s collaboration tools (just a partial listing of the amazing array includes Asana, Atlassian, Cisco Spark, Evernote, Igloo, Jabber, Google Docs and Google Drive G-Suite, Office365, OneDrive, Pipedrive, Podio, Ryver, Sharepoint, Skype, Slack, Solstice, Trello, Volerro, WebEx, Yammer) are to come anywhere close to realizing their full potential, management teams around the world are going to have to get much better at understanding their series of collaborations. 

As critically important as collaboration is to success in our increasingly digitized world, it is essentially invisible. Nowhere on an enterprise’s systematically produced documents (e.g., the balance sheet or a 10K) will you find collaboration measured. 

Source Article from http://www.computerworld.com/article/3204169/collaboration/we-re-undervaluing-collaboration.html

3 steps to better IT career management

Several of my futurist colleagues and I have been thinking about where, in these turbulent times, IT executives should go for career advice. 

We began by considering how IT career advice has evolved. Thirty years ago, the field of IT career advice was an unregulated wilderness of divergent actors. There were academics, rock-star executives, psychologists, bestselling authors, shamans/gurus and snake-oil salesmen.

Back then I worked at a boutique IT consultancy with a guy I’ll call Mr. Average. This guy was not impressive. He had no technical skills to speak of (he did not code or possess any certifications). He was not into networking. He was not an active listener. He did not keep up with developments in any industry or field. He lacked general business savvy, was not strategic in his outlook, exhibited little or no curiosity about the future, did not have any domain expertise in a vertical market, and repeatedly failed visibly to appreciate the nuances of either internal or customer politics. To top it all off, he was not very likable either. So, during one of the IT industry’s many cyclical downturns, it surprised no one there that Mr. Average left the company. What did surprise us was what he chose to do. Mr. Average set himself up as a single-shingle “career adviser.” He did this semi-successfully (meaning he was able to feed himself) for over a decade. The success of his clients is another matter entirely. 

Today, the IT career advice industry is huge, but it’s still absolutely unregulated. I long for the day when a firm such as Gartner or JD Power publishes data about how the IT professionals who have paid for the services of these advisers have done. Clients need to know whose advice is most likely to pay off. 

Source Article from http://www.computerworld.com/article/3199645/it-careers/3-steps-to-better-it-career-management.html