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"To that end, now for the new information security study results. The new IBM study reveals a clear evolution in information security organizations and their leaders, with 25 percent of security chiefs surveyed shifting from a tech focus to one of a more strategic business leadership role.
In this first study of senior security executives, the IBM Center For Applied Insights interviewed more than 130 security leaders globally and discovered three types of leaders based on breach preparedness and overall security maturity."
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Security seen as a business (versus technology) imperative: One of the chief attributes of a leading organization is having the attention of business leaders and their boards. Security is not an ad hoc topic, but rather a regular part of business discussions and, increasingly, the culture.
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" Don’t look now, but many company employees are turning off their company-issued laptops and BlackBerrys. They prefer to use their personal devices—sleek, mobile and intuitive—rather than the company-sanctioned technologies perceived as outdated and hard to use. "
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tendency of managers—especially younger ones—to bypass the big enterprise systems by using spreadsheets and cloud-based apps to operate their business functions
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The IFS study shows that there’s a disconnect between the way software behaves in employees’ personal lives and the way it behaves in corporate America.
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"Comment gérer la mutation d'une DSI vers une organisation IT orientée services ? En amont de la Conférence 2011 de l'itSMF France qui a lieu le 29 novembre à Paris, voici quelques pistes de réponses. "
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ette mutation implique aussi de mettre en place une nouvelle gouvernance. La DSI doit en effet se restructurer pour fournir des services à l'utilisateur.
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D'où l'importance de créer des communautés de pratiques, pas seulement technologiques mais aussi managériales et métiers. Cela passe notamment par la mise en place de réseaux sociaux d'entreprise transverses aux organisations, en rupture avec les structures pyramidales traditionnelles.
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"Today, 22% of employees say that they have used a non-IT-provisioned service over the Web to perform their job function —not to update their Facebook accounts, but to do real work.[i] Many employees are no longer relying on IT to provision, manage, and run their technology because they feel IT is too slow and puts unnecessary restrictions on their use of technology. Many customers expect on-demand information, customized user experiences, and mobile apps that IT is expected to deliver quickly, cheaply, and reliably. Some CIOs have reacted to this shift by vigorously defending their turf from these encroachments. Others have ceded control to third-party service providers and business managers who now make their own technology decisions."
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From alignment to convergence. CIOs who can only take orders, who can't speak the language of the business, who can't step out of the proverbial back office and into the front lines of the business will not last long.
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From execution to innovation. Project execution and on-time delivery are not goals but table stakes today. Having this focus will not be enough. You must drive innovation and boost business-partner relationships.
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""The New Normal" c'est l'histoire d'un monde dans lequel le fait que les choses soient digitales sera juste... normal! Avec la digitalisation de nos musiques, livres, échanges,... il arrive un moment où la norme devient le digital. Et à partir de là de nouvelles règles entrent en jeu et des principes qui étaient des évidences deviennent obsolètes"
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La première règle est la tolérance zéro pour le dysfonctionnement numérique.
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La première règle est la tolérance zéro pour le dysfonctionnement numérique.
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"Une récente étude (à lire ici) réalisée auprès de 1053 cadres exécutifs montre que les dirigeants d’entreprises sont plus réceptifs aux avantages supposés du cloud computing que les DSI. Surprise ? Pas vraiment…"
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Tout ceci démontre que, bien que en étant très trendy, le Cloud computing est encore trop perçus comme une menace par les DSI qui voient en lui un risque de disparition de leur fonction.
Pour ma part, je considère que nous avons ici une vrai chance de sortir l’IT de son image trop technique, de “brancheur de cable” parlant un langage incompréhensibl
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"Companies need an executive responsible for integrating the enterprise — a Chief Collaboration Officer (CCO). Increasingly, companies are embracing collaboration as part of their strategy to grow, by cross-selling products to existing customers and innovating through the recombination of existing technologies. But this won't work unless employees work effectively across silos"
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You need someone to look after the whole, by taking a holistic view of what is needed to get employees to work across silos.
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His job is to craft a holistic solution to collaboration, one that involves strategy, HR, product development, sales solutions, marketing, and IT. In short, he needs to be a masterful collaborator. Choosing a CCO is less about which role a person currently occupies and more about whether he or she has the skills. Pick the best collaborato
"A panel of CIOs, academics and industry experts has urged IT departments to adapt or risk falling foul of business. The panel, comprising speakers who will be presenting at the 360°IT event later this month have warned that IT departments could become extinct if they are unable to support technology-savvy users using their own IT rather than corporate-approved systems."
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He says, "In the public sector, there is a belief that you can control information. In social media there is very little control. We need situation awareness."
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All technology needs to be secured, not locked down
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"The same is true in the way employees are harnessing consumer technologies — social, mobile, video, and cloud. They're improving how they do their jobs and solving your customer and business problems. And it's not just a few employees; it's a critical mass of employees. In a survey of more than 4,000 U.S. information workers, we found that 37% are using do-it-yourself technologies without IT's permission. "
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As a CIO with business acumen, Hambling understood that he and his IT organization needed a new contract with business managers and employees that allowed him to help with technology solutions while sharing the responsibility for business risk with employees and managers
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They've also embedded IT staff directly into the cubicle farms of business employees; they've built innovative solutions with teams comprised of business and IT employees; they've created applications that empower employees to understand global risk through a familiar interactive map. They created a new contract with business managers and employees that gives IT professionals a place in the business.
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"Right off there are two things I like about this Forrester report, The CIO’s Guide to Establishing a Social Media Policy, and I appreciated the review copy. First, they offered guidelines rather than best practices. They covered the issues to cover and the questions to ask."
"Saying the Dell or P&G has a social technology strategy is a common shorthand that obscures a more important truth. There are real people in specific roles who take on the responsibility for developing and deploying the collection of initiatives and programs that get labeled as an organization’s social technology strategy. The specific people and the particular functions involved greatly influence the success or failure of these initiatives
Some manager in marketing experiments with Twitter or a fan page on Facebook. A lawyer in the general counsel’s office raises a concern about whether an employee comment on Twitter creates a liability for the corporation. A divisional general who still has his assistant print out his email traffic creates a task force to develop a corporate social media policy proposal. While there may be no right answer for how an organization handles social media, these choices matter. The hypothesis that we are considering is this:
The CIO represents an excellent choice for who should coordinate an organization’s approach to social media/social networking."
Selon une étude récente menée par la Cranfield School of Management et Deloitte, un manque de compréhension et de définition du rôle du Directeur des Systèmes d'Information (DSI) empêche les sociétés d'utiliser leurs actifs informatiques pour doper l'innovation, la stratégie et la croissance.
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Le rapport conclut sur le fait qu'il n'est pas nécessaire que l'aliénation des DSI se poursuive, puisqu'avec des DSI efficaces, le poste de DSI n'aura à terme plus raison d'exister. Le rôle du DSI est de créer un environnement au sein duquel l'information et la technologie sont si étroitement et fondamentalement liées à chaque aspect de l'entreprise, que la nécessité de disposer d'un DSI diminue, affirme l'étude.
This is an interesting issue to consider and I’ve come up with my Top 10 Challenges for IT departments around Enterprise 2.0. This is by no means an exhaustive list - it’s just my own perspective after a fascinating day thinking about Enterprise 2.0 in the light of my own experiences.
I’ve been thinking about a couple of things my CIO clients are wrestling with, and how these might be better approached jointly rather than as separate challenges. These are:
1. How to strengthen Business-IT Relationships in the context of the current economic climate.
2. How to experiment with, learn from and foster Social Networking in the business context (rather than the more common “Facebook-like” personal context.
3. How to sharpen and refocus the role of IT for the global recession.
In the continuing quest for business growth, many CEOs are turning to their CIOs and IT organizations because technology is essential to two compelling sources of growth: innovation and integration. Innovation, of course, is doing new things that customers ultimately appreciate and value—not only developing new generations of products, services, channels, and customer experience but also conceiving new business processes and models. Integration is making the multiple units, functions, and sites of large organizations work together to increase capacity, improve performance, lower cost structure, and discover opportunities for improvement that don’t appear until you look across functions.
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Together, innovation and integration allow an enterprise to engage more customers and bring more goods and services to market. Successful innovation often depends on the ability to coordinate efforts across organizational boundaries because innovations reach sufficient scale and impact only when integrated into the larger operations of the corporation.
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But the work involves sometimes daunting challenges because business innovation and integration have something else in common—both are still “unnatural acts” in most large corporations.
A recent survey Nortel Networks Ltd. (NYSE/Toronto: NT) completed with IDC reports that in less than five years up to 40 percent of the workforce will be hyperconnected, demanding everywhere, all-the-time communications. Not only will these individuals be emailing colleagues or using IM while on the go, they will also be tapping into social networks and online communities such as blogs, wikis, and online forums to improve business communications.
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In order to compete in the global marketplace and take maximum advantage of this new “culture of connectivity,” corporate management and IT executives need to re-examine their current IT investments and business technology strategies. They must find ways to leverage tools, such as unified communications, and modify personnel policies, security regimes, and overall business practices to turn the challenges of hyperconnectivity into opportunities that drive bottom-line results.
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These workers, whether they are in or out of the office, will expect 24/7 access to information stored on the company’s enterprise server and multiple devices, such as PCs, laptops, and PDAs. Access to these new communications solutions, such as secure wireless Internet access, virtual meeting and telepresence capabilities, and Web 2.0 applications, will become a strong determining factor in their decision whether or not to accept the job.
Comment définir, comment quantifier et comment optimiser la plus-value des Systèmes d'Information ?\nPour répondre à ces questions cruciales et mieux comprendre la contribution des SI à la performance des grandes entreprises, le CIGREF et Mckinsey & Company ont décidé de mener ensemble cette étude.\nElle reprend la réflexion au point d'aboutissement de nos précédents travaux de 2002 et 2004.\nElle adopte cette fois le parti de se fonder sur une observation approfondie des bonnes pratiques en vigueur dans un groupe d'entreprises qui, dans des secteurs très divers, se distinguent par l'avantage concurrentiel que leur procurent les SI.
Inéluctable, l'introduction du web 2.0 en entreprise ne va pas sans poser des problèmes sécuritaires, juridiques et, surtout, organisationnels. Spécialistes et sociétés pionnières livrent leurs conseils.
“Give end-users two virtual machines.” One virtual machine could be “buttoned-down, corporate, protected, fully supported, and strongly connected.” The personal virtual machine could be the “sandbox,” on which users can do anything their hear
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